We’re all adjusting to the new normal presented by Covid 19. We are learning to plan in an uncertain environment, stay optimistic in a challenging time, and stay mentally and physically healthy amidst the looming silent virus in the air. It’s not easy! And it’s especially not easy for education professionals, trying to balance the long-term benefits of keeping teaching alive as profits shrink and multiple communities weigh in on strategy and direction.
Thanks to the Post & Courier Columbia for last night hosting The University of South Carolina Leadership Forum: The Future of SC's Largest College in the Age of COVID-19. On the Zoom call, USC leaders President Bob Caslen, USC Provost Bill Tate, USC Faculty Senate Chair Mark Cooper, USC Board of Trustees Chairman Dorn Smith, and USC Student Body President Issy Rushton discussed their views on college life in the pandemic in beyond. Here is a summary of some of the key conclusions.
A leaner organization
Every challenge creates an opportunity. USC sees itself coming out of the pandemic as a leaner and more efficient organization. Initially, USC cut costs by 10% and has since taken a hard look at financials. So far overall enrollment is close to typical, but there has been a shift from out-of-state to in-state students, which brings with the mix a lower overall revenue stream. Board Chairman Dorn Smith suggested that they hope to not need more budget cuts, but they are keeping a diligent eye on financials. So far the university has weathered the storm better than initial concerns. Planned merit increases, what would have been the first increases in a decade, were put on hold for the time being.
Breeding resilience
Both faculty and students have had to adjust to the new normal for the time being, meaning more online teaching and significant social distancing requirements. Importantly, faculty members were very much involved in the decision making process. USC Provost William Tate defended the university’s decision to return to the normal grading scale, having allowed a Pass/Fail alternative during the spring. He argued that the Pass/Fail option reflected the abrupt change in student circumstances last spring, but as students and faculty have had time to adapt to the new learning environment, there is a necessity to get back to a true grading scale. Faculty Senate Chair Mark Cooper also highlighted that the grade distribution this fall looks very similar to past semesters. Student body president Issy Rushton also noted that most students recognize that true grades are necessary for graduate school acceptances as well as securing jobs in the future.
Student opportunities unchanged
The panel also defended the decision to maintain the tuition rate, despite the move to a more computer based delivery method. Provost William Tate highlighted that student resources are all still available. Students are doing undergraduate research. Some 31% of students partake in such research, rating USC a top 25 performer on that basis. Also, students are still able to pursue thesis writing. Hopefully study abroad opportunities will reopen as some 30% of USC students typically enjoy that opportunity. Student body president Issy Rushton also noted that there are additional resources that didn’t exist before the pandemic such as tele-health appointments and online access to teachers and resources that is making them more efficient in their own studies.
Physical projects are being prioritized
Dorn Smith, USC Board Chairman, highlighted the importance and reality of needing to prioritize physical plant investments during a challenging period. He suggested that the Medical School complex remains a number one priority while other physical expansion such as South Campus dorms is more likely to be put on hold awaiting some clarity on the new normal for enrollment and residential choices. Other physical plant enhancements have proven successful to the University’s ability to pivot quickly on online learning. All 650 USC classrooms were wired with IT for synchronicity so that by the end of the summer, all classroom space could be utilized effectively in this new delivery environment. Even so, President Bob Caslen suggested that if he could ask for one more thing, hopefully going towards a greater degree of socially distanced in person class delivery, it would be more classroom space to be able to spread out safely.
Teachable moments
Obviously no challenge comes without learning opportunities. President Caslen highlighted that when the Columbia community pushed back on student partying early in the fall semester, he used the situation as a teachable moment with students. He sent a letter to all students to encourage them to think of themselves as a greater community of good. We are expecting much out of these 18-21 year olds, and generally 90% are responding in a positive manner.
And the million-dollar question remains
The million-dollar question is what will college look like in the future. The USC panel discussed the growing divide between the haves and have-nots. Certainly fewer overall students are willing to pay current prices for what they view as a diminished overall environment. Yes most educational professionals believe that smaller and less well-endowed institutions won’t make it through these challenges. That’s a trend already underway. The real question becomes, what is the future for the survivors? The answer depends on each university’s ability to produce a value added consumer proposition.
The College Sage view
Initially, we were optimistic that at the end of the day, students still want the overall college experience, that window to experiment with classes they choose to take, majors they select to study, and a wealth of students to socialize with and learn from. That said, we’re increasingly nervous that perhaps educators are missing part of the new normal. First, we see repeatedly that often, parents are more invested in the college experience for their children than the students themselves. Teens today have many online and in-person communities, fellow students are just one community. Intellectual role models are everywhere, not just in the classrooms. Ease and cost definitely favor the home bedroom, especially for lower and middle class students. If you consider that 70% of students before the pandemic were not willing to go to college more than 250 miles from home, and then you add the pandemic, we are likely reverting to a much more locally sourced student body. Less international students coming to the US as countries seek their own educational answers to the pandemic are a true reality. On the pro bono side of our business, we clearly see students more focused on working than higher education at the moment. If we add up all these trends, we see a less diverse, more locally sourced, smaller student body.
Application volumes likely to be back-ended this cycle
Another likelihood is a reduction in Early Action and Early Decision applications. With students unable to visit campuses and decide on a favorite, we see less willingness to commit up front. And with high school counselors struggling to reach all their students, we see less Early Action applications as well. We have begun to notice some colleges extending Early deadlines. Wonder why?
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Where to now?
Maybe the top 100 colleges and universities truly are resilient in this new normal. And maybe Dorn Smith is right that existing budget cuts are likely enough. The key is for university communities to challenge themselves with the hard questions. What is your consumer base asking for? And what are you delivering? Taking off the rose colored glasses would likely show a world where costs are too high and the delivery uneven. The shift to digital will undoubtedly change the landscape, it already was. And that’s a difficult transition. Just ask Kodak.
