Category: Community College

  • Community colleges are providing new opportunities for learning on the job in logging and oystering

    Community colleges are providing new opportunities for learning on the job in logging and oystering

    SHINGLETOWN, Calif. — On a cold morning in October, the sun shone weakly through tall sugar pines and cedars in Shingletown, a small Northern California outpost whose name is a reminder of its history as a logging camp in the 1800s. Up a gravel road banked with iron-rich red soil, Dylan Knight took a break from stacking logs.

    Knight is one of 10 student loggers at Shasta College training to operate the heavy equipment required for modern-day logging: processors to remove limbs from logs that have just been cut, skidders to pull logs out of the cutting site, loaders to stack and sort the logs by species and masticators to mulch up debris.

    For centuries, logging was a seasonal, learn-on-the-job trade passed down from father to son. But as climate change and innovations in the industry have changed logging into a year-round business, there aren’t always enough workers to fill jobs.

    “Our workforce was dying,” said Delbert Gannon, owner of Creekside Logging. “You couldn’t even pick from the bottom of the barrel. It was affecting our production and our ability to haul logs. We felt we had to do something.”

    Related: Interested in innovations in higher education? Subscribe to our free biweekly higher education newsletter.

    Around the country, community colleges are stepping in to run apprenticeship programs for heritage industries, such as logging and aquaculture, which are too small to run. These partnerships help colleges expand the workforce development programs central to their mission. The partnerships also help keep small businesses in small industries alive by managing state and federal grants and providing the equipment, courses and staff to train workers.

    As industries go, logging is small, and it’s struggling. In 2023 there were only about 50,000 logging jobs in the U.S., but the number of logging companies has been on the decline for several years. Most loggers are over 50, according to industry data, and older generations are retiring, contributing to more than 6,000 vacant positions every year on average. The median annual salary for loggers is about $50,000.

    Student logger Bryce Shannon operates a wood chipper at a logging site as part of his instruction at Shasta College in Redding, Calif. Credit: Minh Connors for The Hechinger Report

    Retirements have hit Creekside Logging hard. In 2018 Gannon’s company had jobs to do, and the machines to do them, but nobody to do the work. He reached out to Shasta College, which offers certificates and degrees in forestry and heavy equipment operation, to see if there might be a student who could help.

    That conversation led to a formal partnership between the college and 19 timber companies to create a pre-apprenticeship course in Heavy Equipment Logging Operations. Soon after, they formed the California Registered Apprenticeship Forest Training program. Shasta College used $3.5 million in grant funds to buy the equipment pre-apprentices use.

    Related: Apprenticeships are a trending alternative to college but there’s a hitch

    Logging instruction takes place on land owned by Sierra Pacific Industries lumber company — which does not employ its own loggers and so relies on companies like Creekside Lumber to fell and transport logs to mills.

    Each semester, 10 student loggers like Knight take the pre-apprenticeship course at Shasta College. Nearly all are hired upon completion. Once employed, they continue their work as apprentices in the forest training program, which Shasta College runs in partnership with employers like Gannon. State apprenticeship funds help employers offset the cost of training new workers, as well as the lost productivity of on-the-job mentors.

    For Creekside Logging — a 22-person company — working with Shasta College makes participation in the apprenticeship program possible.Gannon’s company often trained new loggers, only to have them back out of the job months later. It can cost tens of thousands of dollars to train a new worker, and Creekside couldn’t afford to keep taking the financial risk. Now Gannon has a steady flow of committed employees, trained at the college rather than on his payroll. Workers who complete the pre-apprenticeship know what they’re getting into — working outdoors in the cold all day, driving big machines and cutting down trees.

    Workers who complete the apprenticeship, Gannon said, are generally looking for a career and not just a seasonal job.

    Talon Gramps-Green, a student logger at Shasta College in Redding, Calif., shows off stickers on his safety helmet. Credit: Minh Connors for The Hechinger Report

    “You get folks that are going to show up every day,” Gannon said. “They got to test drive the career and know they like heavy equipment. They want to work in the woods. The college has solved that for us.”

    Apprentices benefit too. Workers who didn’t grow up around a trade can try it out, which for some means tracking down an elusive pathway into the work. Kyra Lierly grew up in Redding, about 30 miles west of Shingletown, and previously worked for the California Department of Forestry as a firefighter. She’s used to hard work, but when she looked into getting a job as a logger she couldn’t find a way in. Some companies had no office phone or website, she says. Jobs were given out casually, by word of mouth.

    “A lot of logging outfits are sketchy, and I wanted to work somewhere safe,” said Lierly, 25. She worked as an apprentice with Creekside Lumber but is taking a break while she completes an internship at Sierra Pacific Industries, a lumber producer, and gets a certificate in natural resources at Shasta College.

    “The apprenticeship made forestry less intimidating because the college isn’t going to partner with any company that isn’t reputable,” Lierly said.

    Related: In spite of a growing shortage in male-dominated vocations, women still aren’t showing up

    Apprenticeships, with their combination of hands-on and classroom learning, are found in many union halls but, until now, was not known to be common practice in the forested sites of logging crews.

    State and federally registered apprenticeships have gained popularity in recent years as training tools in health care, cybersecurity and telecommunications.

    Federal funding grew steadily from $145 million in 2018 to more than $244 million  during the last years of the Biden administration. That money was used to support apprenticeships in traditional building trades as well as industries that don’t traditionally offer registered apprenticeships, including teaching and nursing.

    The investment aims to address the shortage of skilled workers. The number of working adults in the U.S. doesn’t align with the number of skilled jobs, a disparity that is only slowly recovering after the pandemic.

    Labor shortages hit especially hard in rural areas, where trades like logging have an outsized impact on their local economies. For regional heritage trades like logging, just a few apprentices can make the difference between staying in business and shutting down.

    Lucas Licea, a student logger at Shasta College in Redding, Calif., operates a loader. Credit: Minh Connors for The Hechinger Report

    “There’s a common misconception of registered apprentices that they’re only in the building trades when most are in a variety of sectors,” said Manny Lamarre, who served as deputy assistant secretary for employment and training with the Labor Department during the Biden administration. More than 5,000 new occupations have registered with the department to offer apprenticeships since 2021, he said. “We can specifically support unique small occupations in rural communities where a lot of people are retiring.”

    Education Secretary Linda McMahon, who was confirmed earlier this month, said in her confirmation hearing that she supports apprenticeships. But ongoing cuts make it unclear what the new federal role will be in supporting such programs.

    However, “sharing the capacity has been an important way to get apprenticeships into rural and small employers,” said Vanessa Bennett, director at the Center for Apprenticeship and Work-Based Learning at the nonprofit Jobs for the Future. It’s helpful when employers partner with a nonprofit or community college that can sponsor an apprenticeship program, as Shasta College does, Bennett said. 

    Once Knight, the student logger, completes the heavy equipment pre-apprenticeship, he plans to return to his hometown of Oroville, about 100 miles south of Shingletown. His tribe — the Berry Creek Rancheria of Tyme Maidu Indians — is starting its own logging crew, and Knight will be one of only two members trained to use some of the most challenging pieces of logging equipment.

    “This program is awesome,” said Knight, 24. “It’s really hands-on. You learn as you go and it helps to have a great instructor.”

    Student logger Dylan Knight drives a masticator, which grinds wood into chips, as Shasta College instructor Chris Hockenberry looks on. Credit: Minh Connors for The Hechinger Report

    Across the country in Maine, a community college is helping to train apprentices for jobs at heritage oyster, mussel and kelp farms that have struggled to find enough workers to meet the growing demand for shellfish. Often classified as seasonal work, aquaculture jobs can become year-round careers for workers trained in both harvesting shellfish and planning for future seasons.

    “I love the farm work and I feel confident that I will be able to make a full-length career out of this,” said Gabe Chlebowski, who completed a year-long apprenticeship with Muscongus Bay Aquaculture, which harvests in Damariscotta, Maine. A farm boy from rural Pennsylvania, Chlebowski worked in construction and stone masonry after high school. When his parents moved to Maine, he realized that he wanted a job on the water. With no prior experience, he applied for an oyster farming apprenticeship and was accepted.

    “I was the youngest by five years and the only person who’d never worked on water,” said Chlebowski, 22. “I grew up in a landlocked state surrounded by corn fields. I had the work ethic and no idea what I was doing in boats.”

    Related: Modern apprenticeships offer path to career — and college

    The apprenticeship program was launched in 2023 by the Gulf of Maine Research Institute, which joined with the Maine Aquaculture Association and Educate Maine to create a yearlong apprenticeship with Southern Maine Community College. Apprentices take classes in shellfish biology, water safety, skiff driving and basic boat maintenance. Grants helped pay for the boots, jackets and fishing bibs apprentices needed.

    “The workforce here was a bottleneck,” said Carissa Maurin, aquaculture program manager for GMRI. New workers with degrees in marine biology were changing their minds after starting training at aquaculture farms. “Farms were wasting time and money on employees that didn’t want to be there.”

    Chlebowski completed the apprenticeship at Muscongus Bay in September. He learned how to repair a Yamaha outdoor motor, how to grade oysters and how to work on a 24-foot, flat-bottom skiff. He stayed on as an employee, working at the farm on the Damariscotta River — the oyster capital of New England. The company is known for two varieties of oysters: Dodge Cove Pemaquid and Wawenauk.

    Oyster farming generates local pride, Chlebowski said. The Shuck Station in downtown Damariscotta gives oyster farmers a free drink when they come in and there’s an annual summer shucking festival. But the company is trying to provide careers, Chlebowski said, not just high-season jobs.

    “It can be hard to make a career out of farming, but it’s like any trade,” he said, adding that there is work to do year-round. “Welding and HVAC have trade schools and apprenticeships. Why shouldn’t aquaculture?”

    Chlebowski’s apprenticeship turned into a career. Back in Shingletown, students in the logging program hope for the same result when they finish. 

    Until then, they spend Mondays, Wednesdays and Fridays in the woods learning how to operate and maintain equipment. Tuesdays and Thursdays are spent on Shasta College’s Redding campus, where the apprentices take three classes: construction equipment operation, introduction to forestry and wood products and milling.

    At the end of the semester, students demonstrate their skills at a showcase in the Shingletown woods. Logging company representatives will attend and scout for workers. Students typically get offers at the showcase. So far, 50 students have completed the pre-apprenticeship program and most transitioned into full apprenticeships. Fifteen people have completed the full apprenticeship program and now earn from $40,000 to $90,000 a year as loggers.

    Related: Some people going into the trades wonder why their classmates stick with college

    Mentorship is at the heart of apprenticeships. On the job, new workers are paired with more experienced loggers who pass on knowledge and supervise the rookies as they complete tasks. Pre-apprentices at Shasta College learn from Jonas Lindblom, the program’s heavy equipment and logging operations instructor.

    At the logging site, Lindblom watches as a tall sugar pine slowly falls and thuds to the ground. Lindblom’s father, grandfathers and great-grandfather all drove trucks for logging companies in Northern California.

    An axe sticks out of a freshly cut tree at a logging site used to train student loggers enrolled at Shasta College in Redding, Calif. Credit: Minh Connors for The Hechinger Report

    This is a good area for apprentices to “just be able to learn at their pace,” he said. “They’re not pushed and they can get comfortable in the machines without developing bad habits along the way.” 

    Lindblom, who studied agriculture education at Chico State University, spent all his breaks during college working as a logger. He works closely with the logging companies that partner with the program to make sure he’s teaching up-to-date practices. It’s better for new loggers to learn in this outdoor classroom, he said, than on the job.

    “The majority of these students did not grow up in logging families,” he said. “This is a great opportunity to pass on this knowledge and share where the industry is going.”

    Contact editor Christina A. Samuels at 212-678-3635 or [email protected].

    This story about learning on the job was produced by The Hechinger Report, a nonprofit, independent news organization focused on inequality and innovation in education. Sign up for the Hechinger newsletter.

    The Hechinger Report provides in-depth, fact-based, unbiased reporting on education that is free to all readers. But that doesn't mean it's free to produce. Our work keeps educators and the public informed about pressing issues at schools and on campuses throughout the country. We tell the whole story, even when the details are inconvenient. Help us keep doing that.

    Join us today.


    Source link

  • OPINION: The demographic cliff in higher education should be seen as an opportunity, not a crisis

    OPINION: The demographic cliff in higher education should be seen as an opportunity, not a crisis

    This spring, the number of high school graduates in the United States is expected to hit its peak. Starting in the fall, enrollment will likely enter a period of decline that could last a decade or more.

    This looming “demographic cliff” has been on the minds of education leaders for nearly two decades, dating back to the start of the Great Recession. A raft of college closures over the past five years, exacerbated by the pandemic, has for many observers been the canary in the coal mine.

    In the years to come, schools at all levels — reliant on per-pupil funding for K-12 and on tuition dollars for colleges and universities — will begin feeling the squeeze.

    The question now is whether to treat the cliff as a crisis or an opportunity.

    Related: Interested in innovations in the field of higher education? Subscribe to our free biweekly Higher Education newsletter.

    As they prepare for enrollment shortfalls, superintendents and college presidents are primarily focused on crisis management. With good reason, they’re spending the bulk of their time on the hard short-term decisions of cutting programs and personnel to meet looming budget shortfalls.

    In the precious few years before the situation becomes even more dire, the question is whether schools should just continue bracing for impact — or if they can think bigger in ways that could be transformative not just for the landscape of education, but for the economy more broadly. In my view, they should think about what it would look like to make a moment of crisis a real opportunity.

    Here are some ideas about how that could happen. The first involves blurring the lines between high school and college.

    Colleges today feel immense pressure because there aren’t enough high school graduates. High schools feel similar pressure because there are fewer young people around to enroll each year — not to mention the chronic absenteeism and disengagement that has persisted since the pandemic.

    What if the two worked more closely together — in ways that helped high schools keep students engaged while enabling colleges to reach a broader range of students?

    In many states, this is already happening. At last count, 2.5 million high schoolers took at least one dual-enrollment course from a college or university. But it’s not enough to just create tighter connections between one educational experience and another. Today’s students — and today’s economy — also demand clearer pathways from education to careers. It makes sense to blur the lines between high schools, colleges and work.

    So imagine taking these changes even further — to a world in which instead of jumping from high school to college, students in their late teens entered entirely new institutions that paid them for work-based learning experiences that would lead them to a degree and eventually a career.

    That’s a lofty goal. But it’s the kind of big thinking that both high schools and colleges may need to reinvent themselves for the country’s shifting demographics.

    Colleges have an opportunity right now to double down on creating and expanding job-relevant programs — and to think even bigger about who they serve. That could include expanding opportunities for adult learners who have gained skills outside the classroom through credit for prior learning and competency-based learning. It could also mean speeding up the development of industry-relevant coursework to better align with the needs of the labor market and leaning into short-form training programs to upskill incumbent workers.

    Related: The number of 18-year-olds is about to drop sharply, packing a wallop for colleges — and the economy

    Not every student is ready to invest four years of time and money to earn a bachelor’s degree. But they shouldn’t have to be — and colleges have a chance to expand their offerings in ways that give students more pathways into today’s fast-changing economy and further education if they so choose.

    Part of the problem with the current trajectory from high school to college is that the wrong things get incentivized. Both K-12 schools and colleges get money and support based on the number of students they enroll and (sometimes) the number of people who graduate — not on how well they do at helping people gain the skills to effectively participate in the economy.

    That’s not anyone’s fault. But it often boils down to a matter of policy. Which means that changing policy can create new incentives to tighten the connections between high school, college and work.

    States like Colorado are already taking the lead on this shift. Colorado’s “Big Blur” task force put out a report with recommendations on how to integrate learning and work, including by creating a statewide data system to track the outcomes of educational programs and updating the state’s accountability systems to better reflect “the importance of learners graduating ready for jobs and additional training.”

    If schools and policymakers stay the course in the decade to come, they already know what’s ahead: declining enrollment, decreased funding and the exacerbation of all the challenges that they’ve already begun to face in recent years.

    It’s not the job of the education system to turn the tide of demographic change. But the system does have a unique, and urgent, opportunity to respond to this changing landscape in ways that benefit not only students but the economy as a whole. The question now is whether education leaders and policymakers can seize that opportunity before it’s too late.

    Joel Vargas is vice-president of education practice at Jobs for the Future.

    Contact the opinion editor at [email protected].

    This story about demographic cliff in higher education was produced by The Hechinger Report, a nonprofit, independent news organization focused on inequality and innovation in education. Sign up for Hechinger’s weekly newsletter.

    The Hechinger Report provides in-depth, fact-based, unbiased reporting on education that is free to all readers. But that doesn’t mean it’s free to produce. Our work keeps educators and the public informed about pressing issues at schools and on campuses throughout the country. We tell the whole story, even when the details are inconvenient. Help us keep doing that.

    Join us today.

    Source link

  • Higher Education Inquirer : Community College Meltdown: Can It Get Worse?

    Higher Education Inquirer : Community College Meltdown: Can It Get Worse?

    The National Center for Education Statistics (NCES) has documented the decline in community college enrollment for more than a decade.  And the Higher Education Inquirer has been reporting on the decline for much of that time.  

    The question we are asking now is, where is the floor for the community college meltdown?  The answer, from what we gather, is not clear. Folks should not assume the bottom has already been felt, even if there are signs of a rebound. 

    The downward path for community colleges is likely the result of several factors related to economics (including the economics of individual states and counties), demographics, and consumer choices.  And we do not see these variables, in general, improving in the near future. Especially in states with declining youth and young adult populations. 

    If state-level austerity lies ahead for many states, the floor could be lowered, even though these community colleges provide job training at a fraction of the cost of state universities.  Working class folks, in particular, would have to change the way they think about themselves and their perceptions of community colleges. And community colleges would need to provide stronger returns on investment for those who attend. 

    There are some bright spots, including the use of College Promise (low-cost college) in many states and proposed increases in funding in California.  Community colleges have also shored up these declines with dual enrollment (high school students taking courses).  

    (Source: US Department of Education, IPEDS)

    Source link

  • Like private colleges, some public college campuses are beginning to close

    Like private colleges, some public college campuses are beginning to close

    RANDOLPH, Vt. — The thermostat was turned low in the admissions office at Vermont State University on a cold winter morning.

    It’s “one of our efficiencies,” quipped David Bergh, the institution’s president, who works in the same building.

    Bergh was joking. But he was referring to something decidedly serious: the public university system’s struggle to reduce a deficit so deep, it threatened to permanently shutter several campuses after dramatic drop-offs in enrollment and revenue.

    While much attention has been focused on how enrollment declines are putting private, nonprofit colleges out of business at an accelerating rate — at least 17 of them in 2024 — public universities and colleges are facing their own existential crises.

    State institutions nationwide are being merged and campuses shut down, many of them in places where there is already comparatively little access to higher education.

    David Bergh, president of the newly consolidated Vermont State University, in the building where he works at the VTSU campus in Randolph. “Public institutions are not exempt from the challenges” facing higher education, Bergh says. Credit: Oliver Parini for The Hechinger Report

    “Public institutions are not exempt from the challenges” facing higher education, Bergh said. “We are already seeing it, and we’re going to see more of it, and it’s particularly acute in some more rural states, where there’s a real need to balance limited resources but maintain access for students.”

    Vermont is a case study for this, and an example of how political and other realities make it so hard for public universities and colleges to adapt to the problems confronting them.

    “The demographics of fewer traditional-age college students, the over-building of these campuses, the change in the demand for what we need for our workforce in terms of programs — this is something that’s happening everywhere,” said Vermont State Rep. Lynn Dickinson, who chairs the Vermont State Colleges System Board of Trustees.

    Related: Interested in innovations in higher education? Subscribe to our free biweekly higher education newsletter.

    Public university and college mergers have already happened in Pennsylvania, Georgia, California and Minnesota, and public campuses have closed in Ohio and Wisconsin. A merger of public universities and community colleges in New Hampshire is under study.

    When state university and college campuses close, the repercussions for communities around them can be dire.

    Until this month, local students had a college “in their backyard,” said Thomas Nelson, county executive in Outagamie County, Wisconsin, where the two-year Fox Cities outpost of the University of Wisconsin Oshkosh this spring will become the sixth public campus in that state to be shuttered since 2023, after a long enrollment slide. “We’ve had this institution for 60 years in our community, and now it’s gone.”

    Not only students are affected. In many rural counties, “there really isn’t a lot beyond the university,” Nelson said. “So that’s going to be devastating for the economy. It’s going to kill jobs. It’s going to be one more strike against them when they are competing with other communities with more amenities.”

    Attempts to close these campuses attract the intervention of politicians, who have more control over whether public than private nonprofit colleges in their districts close. After all, “they own the place,” said Dan Greenstein, former chancellor of Pennsylvania’s State System of Higher Education, who — after that state’s enrollment fell by nearly one-fifth — led a reconfiguration that resulted in six previously separate public universities there being merged into two systems.

    Even trying to rename a public university can have political consequences. When Augusta State University in Georgia was combined with Georgia Health Sciences University to become Georgia Regents University, there was a local outcry over the fact that “Augusta” was no longer in the name. Within two years, the merged school had yet another new name: Augusta University.

    “Public institutions are complex structures,” said Ricardo Azziz, who led that consolidation, served as president of the resulting institution and now heads the Center for Higher Education Mergers and Acquisitions at the Foundation for Research and Education Excellence. “They’re influenced by politics. They’re influenced by elected officials.”

    Related: ‘Easy to just write us off’: Rural students’ choices shrink as colleges slash majors

    When the proposal to close campuses in Vermont was met with public and political resistance, state planners backed down and decided instead to merge them, laying off staff and cutting programs. That did not go well, either, and resulted in raucous public meetings, votes of “no confidence,” plans that were announced and then rescinded and a revolving door of presidents and chancellors. Only now, in its second year, has the process gotten smoother.

    Alarm bells started sounding about problems in Vermont’s state universities before the Covid-19 pandemic. With the nation’s third-oldest median age, after Maine and New Hampshire, according to the Census Bureau, the state had already seen its number of young people graduating from high school fall by 25 percent over the previous decade.

    Enrollment at the public four-year and community college campuses — not including the flagship University of Vermont, which is separate — was down by more than 11 percent. A fifth of the rooms in the dorms were empty. And with the birthrate in the state lower than it was before the Civil War, there was no rebound in sight.

    These trends have contributed to the closings of six of Vermont’s in-person undergraduate private, nonprofit colleges and universities since 2016.

    “We’d be keeping our head in the sand if we didn’t think that those same forces were going to affect our public higher education system,” said Jeb Spaulding, who, as chancellor at the time, merged two of Vermont’s five state colleges, in Johnson and Lyndon, in 2018.

    The red ink continued to flow. Two years later, just after Covid hit, Spaulding recommended that three of the five public campuses be shut down altogether — Johnson and Lyndon, plus Vermont Technical College in Randolph.

    Related: Colleges are now closing at a pace of one a week. What happens to the students?

    “What we needed to do was save the Vermont State Colleges System as a whole,” which has 145 buildings for fewer than 5,000 students, Spaulding recalled. That same problem of excess capacity is affecting higher education nationwide.

    “It was well known that we had too much bricks and mortar for the number of traditional-type students that were going to be available in Vermont,” Spaulding said. “We saw all that coming, and we had started a process of educating people and working on what would be a realistic public-sector consolidation plan so that we could actually put our resources into having a smaller constellation, but well financed and up to date.”

    The reaction to the plan was explosive, even in the midst of a pandemic. At socially distanced drive-by protests, critics brandished signs that said: “Start Saving: Fire Jeb.” Within four days, the proposal to close campuses was withdrawn. A week after that, Spaulding resigned.

    “I guess I didn’t realize that in the public realm, you can’t make the kind of difficult decisions that if you were at a private institution you would have to make,” he recounted. “When the politics got involved, then it became clear to me that there was no way that I was going to be able to get that through.”

    Instead of closing the campuses, the state decided to combine them with the other two, in Castleton and Williston, all under one umbrella renamed Vermont State University, or VTSU. In exchange, the blended institutions would be required to cut spending to help reduce a deficit estimated at the time to be about $22 million.

    That decision was almost as contentious. As in Georgia, even the name was controversial. Alumni petitioned in vain for the new system to be called Castleton University instead of Vermont State, to preserve the legacy of the state’s oldest and the nation’s 18th-longest-operating higher education institution, founded in 1787, instead of demoting it to “Castleton Campus.”

    Related: A trend colleges might not want applicants to notice: It’s becoming easier to get in

    Beth Mauch, who as chancellor has overseen VTSU and Vermont’s community college campuses since January, said she gets this kind of sentiment. “There are community members who have had these institutions in their community. There are folks who are alumni of these institutions who remember them in a certain way,” said Mauch. “Really, they are in the fabric of a community.”

    Beth Mauch, chancellor of the Vermont State University system and the state’s community college campuses. “Really, they are in the fabric of a community,” Mauch says. Credit: Oliver Parini for The Hechinger Report

    That close relationship between the universities and their communities only resulted in additional friction when 23 full-time faculty positions were cut, out of the then-existing 208. So were an equal number of administrators and staff. Not only were there more beds and buildings than were needed for the number of students, there were too many faculty compared to other comparably sized universities, a planning document said.

    Neighbors of the campuses, and their elected representatives, didn’t see it that way.

    “The people that work at the colleges are local. Everyone knows people that work at these colleges,” said Billie Neathawk, a librarian at what was formerly Castleton University for more than 25 years, and a union officer. “They’re related to people. Especially in a small state like Vermont, everybody knows everybody.”

    The layoffs went through anyway. There were also cuts to majors. Ten academic programs were eliminated, 10 others changed locations and still others were consolidated. That meant students at any campus could take the remaining courses in a format combining in-person and online instruction that the system dubbed “In-Person Plus.”

    Lilly Hudson is a junior at Vermont State University, whose consolidation means some programs are being offered online. Hudson prefers learning in a classroom but liked being able to take a class online from another campus that wasn’t available on hers. Credit: Oliver Parini for The Hechinger Report

    Lilly Hudson, a junior at Castleton, said she prefers learning in a classroom. “It’s just such a difference to be able to see people and meet your professors and go in person,” said Hudson, who is majoring in early education. But she was also able to take a class online from another campus that wasn’t available on hers.

    That can be an underappreciated upside to mergers, said Greenstein, now managing director of higher education practice at the consulting firm Baker Tilly. “You can only run as many programs, majors and minors as you can enroll students into,” he said. But by merging institutions and letting students take courses from other campuses online, “now they can go from 20 programs to 80 or 90.”

    While that seemed a step forward, the consolidated university’s inaugural president, Parwinder Grewal, next announced that, to cut costs, its libraries would go all-digital and give away their books, the Randolph campus would no longer field intercollegiate sports teams, and athletics on the Johnson campus would move from the NCAA to the less prestigious U.S. Collegiate Athletic Association.

    Related: Universities and colleges search for ways to reverse the decline in the ranks of male students

    This proved another blunder in a state so fond of its libraries that it has the nation’s highest per-capita number of library visits, and where rural communities rally around even Division 3 athletics. Faculty and staff unions and student government associations on every campus voted “no confidence” in the university’s administration. Athletes transferred away. Grewal was loudly booed when he met with students.

    “There was a hot streak there where, every email, we were, like, now what’s going on?” said Raymonda Parchment, a student who was halfway toward her bachelor’s degree at the time.

    Raymonda Parchment, who just graduated from Vermont State University, is grateful that a plan to close some public campuses was reversed. “If you can’t afford to go out of state for college, and you can’t afford to pay for maybe a dorm for a couple of years, where does that leave you if there’s no school within commuting distance?” she asks. Credit: Oliver Parini for The Hechinger Report

    The library and athletics decisions were eventually reversed, too, and Grewal was out before he’d served a full year. But the damage was done. When the new university finally debuted, at the start of the 2023-24 school year, freshman enrollment was down by about 14 percent from what it had been at the separate campuses the year before.

    “I know a lot of friends whose programs were consolidated and shuffled around,” said Parchment, in an otherwise empty study room on the snow-covered Johnson campus. “That was probably the biggest change for students that had direct impact on them. Some people’s programs don’t exist anymore. Some people’s programs have been moved to a different campus.”

    Vermont is still working out the kinks, said Bergh, the system’s current president, who was the president of private, nonprofit Cazenovia College in New York when it closed in 2023.

    Although first-year enrollment went up about 14 percent this fall, he said, “We’re still surfacing places where our systems aren’t talking to each other as well as they should be, and that we need to correct.”

    Parchment likes that it’s easier now to move from one campus in the system to another, without having to go through the red tape of the transfer process. She graduated at the end of the fall semester after moving from Castleton to Johnson to be closer to an internship.

    And no campuses were ultimately closed, as had been proposed — a relief to students, prospective students and community members, Parchment said. “Because if you can’t afford to go out of state for college, and you can’t afford to pay for maybe a dorm for a couple of years, where does that leave you if there’s no school within commuting distance?”

    Hudson, the Castleton student, whose father is a sixth-generation farrier — a specialist in trimming, cleaning and shoeing horses’ hooves — agreed.

    The campuses are “in the middle of an area where there’s a lot of rural towns,” she said. Keeping them in operation means that students nearby who want to go to college “don’t have to pick up their lives and move.”

    But Spaulding, the former chancellor, warned that public higher education budget and enrollment problems aren’t likely to subside, in Vermont or many other states.

    “I don’t think the storm is over by any stretch of the imagination.”

    Contact writer Jon Marcus at 212-678-7556 or [email protected].

    This story about public college closings was produced by The Hechinger Report, a nonprofit, independent news organization focused on inequality and innovation in education. Additional reporting by Liam Elder-Connors. Sign up for our higher education newsletter. Listen to our higher education podcast.

    The Hechinger Report provides in-depth, fact-based, unbiased reporting on education that is free to all readers. But that doesn't mean it's free to produce. Our work keeps educators and the public informed about pressing issues at schools and on campuses throughout the country. We tell the whole story, even when the details are inconvenient. Help us keep doing that.

    Join us today.


    Source link

  • How Community Colleges Can Simplify the Student Enrollment Process

    How Community Colleges Can Simplify the Student Enrollment Process

    Key Takeaways:

    • Community colleges play a vital role in addressing enrollment barriers, offering tailored support to first-generation and working students.
    • Proactive strategies, such as early communication, community outreach, and wraparound services like food assistance and mental health support, help students navigate challenges and stay engaged.
    • Leveraging technology like CRM systems and AI tools simplifies the student enrollment process and enhances conversion rates.
    • Measuring success through metrics such as conversion rates, re-enrollment, and first-semester engagement lets colleges refine their strategies and better support student persistence and retention.

    The enrollment journey at community colleges can be far from straightforward, as many students face barriers beyond academics—from concerns over affordability to balancing family and work responsibilities and navigating financial aid. For example, nearly 75% of public two-year college students work while enrolled, including 46% working full time, and two-thirds of people enrolled in community colleges are first-generation students, who often do not receive the guidance and support that other students might receive from within their support systems.

    Community colleges are uniquely positioned to open doors for these students who might otherwise never step foot into higher education. By breaking down enrollment barriers, fostering early communication, and utilizing technology, community colleges can create an enrollment experience that meets students where they are. In turn, they can build pathways that lead to success, one student at a time.

    Identifying Enrollment Barriers

    For students new to the world of higher education, the student enrollment process can feel daunting. While community colleges are open-access institutions, this does not always translate to an easy path. Many students come from communities where attending college is not the norm, and some face resistance from family members or struggle with time constraints due to family responsibilities. Financial aid is also a common sticking point. Some students worry about taking on debt, while others have families unwilling to fill out the FAFSA due to privacy concerns, which adds to the complexity of obtaining financial assistance.

    Community colleges that proactively identify these barriers can uncover solutions tailored to each student’s situation. For instance, understanding the unique financial, familial, or community pressures facing students can inform how colleges offer support. Identifying opportunities to become more transparent, such as having standardized institutional aid packages that allow students to see how much aid they would receive, exemplifies this shift toward recognizing and removing institutional barriers. By locating obstacles early, colleges can guide students more effectively throughout the enrollment process, keeping them on track and engaged.

    Strategies for Eliminating Barriers in the Student Enrollment Process

    Addressing these challenges often requires creative solutions that reach beyond academic support. A critical strategy lies in educating students—and, when possible, their communities—on the value of a college education. Many students find themselves questioning the worth of a degree, particularly in communities where traditional college education may be seen as unnecessary. To address this, some colleges have begun integrating community outreach programs that outline the tangible benefits of a college education, from career advancement to personal growth. Tracking college enrollment trends also offers insight into where additional guidance might be needed, ensuring that community colleges can adapt and refine their programs.

    Community colleges can better aid students by offering wraparound services, such as food assistance, mental health counseling, transportation services, and financial literacy courses. Food insecurity, for example, is a widespread problem affecting 23% of community college students. Liaison’s IMPACT Grant, which champions initiatives such as on-campus food pantries, is an excellent example of how colleges can tackle this barrier head-on. By promoting awareness of available resources, colleges make sure students know where to find the support they need, allowing them to focus on their studies rather than their next meal or car troubles.

    Free community college programs, now offered in 36 states, also alleviate the financial strain of pursuing a credential by removing student debt as a barrier to entry. As more colleges promote these programs, the cost of higher education becomes less intimidating, particularly for first-generation and low-income students who might otherwise forgo college due to cost concerns.

    The Critical Role of Early Communication

    Community colleges often enter the higher education conversation with prospective students later than four-year institutions, missing critical opportunities to provide guidance. While some universities engage students as early as their freshman year of high school, community colleges might not start outreach until a student’s senior year. This timing can make a significant difference: earlier communication lets students weigh all their options without feeling pressured by high tuition at traditional four-year colleges. It also opens up time to explore scholarships, grants, and other options.

    Reaching students sooner can reduce enrollment anxiety, allowing them to explore programs that align with their financial needs and career goals. By actively promoting programs and resources through social media, local events, and high school partnerships, community colleges can position themselves as accessible, affordable, and valuable options for higher education.

    Leveraging Technology to Support Enrollment Journeys

    Innovative technology, such as CRM systems and AI-driven tools, plays a transformative role in simplifying the enrollment process. Liaison’s TargetX and Outcomes CRMs, for example, provide tailored platforms for managing student engagement and application processing. With tools for omnichannel marketing, application management, and progress tracking, these platforms allow students to communicate with advisors and gain clear guidance throughout the admissions process. As a result, institutions are able to improve conversion rates and enroll more best-fit students.

    AI-powered chatbots, now integrated into these CRMs, also assist students in navigating questions and concerns in real-time. This technology offers immediate, practical support that keeps students on track toward enrollment and reduces logistical barriers.

    Measuring Enrollment Success

    To understand the impact of their enrollment strategies, community colleges must look at specific metrics that reflect student progress and satisfaction. Identifying conversion rates at each enrollment stage offers insight into where students might drop off and allows administrators to refine support systems accordingly. Once students are on campus, tracking their first-semester engagement—particularly through the crucial first four weeks—can highlight early challenges and help colleges design interventions to boost retention as well as persistence after the first year.

    Examining re-enrollment rates from semester to semester is another key indicator of success. Demonstrating steady improvements in these areas reflects well on the effectiveness of a school’s holistic support and technology. Such data can also indicate how effectively institutions are offsetting the rate of community college enrollment decline, a pressing issue for those seeking to sustain their missions.

    Community colleges serve as the best opportunity to access higher education for many students. By removing enrollment barriers, actively communicating early and often, and leveraging technology to simplify the admissions process, community colleges can create pathways that lead students to fulfilling educational journeys. The more colleges embrace these strategies, the more efficient and successful the enrollment journey becomes for all students, leading to an increasingly inclusive and accessible higher education landscape.

    Liaison is committed to helping community colleges streamline admissions and improve student outcomes. Contact us today to learn more about our products and services.

    Source link

  • Busting Roadblocks in the Community College Enrollment Cycle

    Busting Roadblocks in the Community College Enrollment Cycle

    Top Student Enrollment Roadblocks and How to Overcome Them

    In my more than two decades of steering enrollment management at various institutions, I’ve seen students encounter numerous hurdles on their journey to and through higher education. 

    My experience has consistently shown that the decision to enroll is heavily influenced by four critical factors: 

    • The ease of the enrollment process
    • A transparent path to graduation 
    • A reasonable time frame for degree completion 
    • A clear cost-benefit analysis of the educational offering

    Understanding these priorities is critical to attracting and retaining students in the community college space. By aligning your enrollment strategies with the needs and expectations of prospective students, you can ensure a smoother, more engaging educational journey that benefits both the students and your educational institution alike. 

    Common Ease of Enrollment Roadblocks for Students

    The pursuit of higher education is a daunting task in itself. When students encounter challenges at the enrollment phase — before the actual coursework even starts — it can be easy for them to bow out of the process altogether. To ensure that doesn’t happen, avoid these common pitfalls in the community college enrollment journey: 

    Complex Enrollment Processes

    • Lengthy admissions procedures: Complicated and time-consuming application processes can frustrate new students, especially those unfamiliar with higher education procedures.
    • Document submission delays: Students may struggle with gathering and submitting the required documents (e.g., transcripts, proof of residency) on time, leading to delays in their enrollment.

    Orientation and Information Overload

    • Overwhelming orientation sessions: While orientation programs are meant to help new students, they can be overwhelming if they cover too much information in a short time, leaving students confused about where to start.
    • Missed information: Students may miss important information about resources, deadlines, and processes if the information is not communicated clearly, or if the students do not attend orientation sessions.

    Confusing Websites

    • Sites overloaded with information: Websites designed to serve multiple audiences — current students, alumni, faculty, and potential students — can make the inquiry stage difficult and confusing for prospective students. They may become frustrated as they struggle to find specific information or complete essential tasks, which can lead to them delaying or abandoning the process.

    Placement Testing Delays

    • Test scheduling issues: Placement tests in subjects like math and English are often required before students can register for classes, but delays in scheduling or students misunderstanding the requirements can slow down the process.
    • Preparation for tests: Some students may need to brush up on certain skills before taking a placement test, and may be unaware of resources or study options available to them, making this a barrier for them.

    How to Overcome Ease of Enrollment Roadblocks

    So, those are the potential enrollment roadblocks for community college students. But what are the enrollment solutions? Solutions for overcoming enrollment roadblocks for community college students include the following: 

    • Create a “Future Students” platform: Build a page or digital experience that is 100% focused on educating and helping individuals who are simply exploring their educational options. Below are just a few examples of topics that prospective students might want to be able to easily find information about on your “Future Students” page or experience: 
      • When can I start? 
      • How much does it cost? 
      • What support services are available? 
      • What is the application process and deadline? 
      • What are the specific steps I need to take to be prepared for the start of the term?
      • What happens after I apply?
    • Create mobile-friendly applications: Simplify the application itself, and ensure that students can use their mobile device to complete the application, apply for financial aid, register for orientation and/or courses, and order their books. 
    • Apply technology solutions: Use simple and low-cost systems to track students’ progress through the onboarding process, identify at-risk students, and automate follow-up communications.
    • Use data analytics: Analyze data to identify common drop-off points as new students navigate the onboarding process, and tailor interventions to address these specific challenges.

    Common Clear Path to Graduation Roadblocks for Students

    Now that you’ve mowed down the enrollment roadblocks, it’s time to ensure that the ride stays smooth. Remember, it’s never too late for students to change their direction. They might do so if these issues persist: 

    Course Registration Problems

    • Limited course availability: Popular or required courses may fill up quickly, leaving new students without the courses they need, which can delay their academic progress.
    • Complex registration systems: A complicated online registration system can be difficult for students to navigate, leading to errors or incomplete registrations.
    • Prerequisite confusion: Understanding which courses have prerequisites and ensuring those are met can be a hurdle for new students unfamiliar with academic requirements.

    Technology Barriers

    • Difficulty navigating online platforms: New students may struggle with using the college’s online portals for registration, financial aid, course management, and other essential functions.
    • Limited digital literacy: Students with limited experience using digital tools may face challenges in accessing online resources and completing necessary tasks.

    How to Create a Clear Path to Graduation

    Constructing a clear path to graduation isn’t easy, and with limited resources, it can be difficult to avert every bump in the road. But in my experience, you can keep most students on track by focusing on these two key areas: 

    • Create academic maps: Complete an analysis that maps out all of your institution’s programs, courses, campuses, modalities, and times of day (day versus evening courses). Make sure all students can clearly see what courses they need as well as how, when, and where they can take the courses in order to reach their educational goals. 
    • Make integration the top priority: Really cool software options exist that are designed to help students stay on track. But if they don’t integrate with your existing systems, steer clear. You’re only going to confuse your students with disjointed information.

    Common Reasonable Degree Completion Roadblocks for Students

    You’ve cleared two major hurdles by easing the enrollment process and creating a clear path to graduation. But you’re only halfway home. Here are some common mistakes institutions make when it comes to the time it takes to complete a degree: 

    Inadequate Academic Advising

    • Limited access to advisors: New students often need guidance on how to choose the right courses, but they may struggle to get timely appointments with academic advisors due to high demand.
    • Lack of personalized guidance: Some students receive generic advising that doesn’t take their individual needs and goals into account, leading to poor course selection or misaligned academic paths.

    Lack of Clear Communication

    • Inconsistent information: Conflicting messages from different departments (e.g., admissions, financial aid, advising) can create confusion and frustration among students.
    • Unclear next steps: Students may not know what steps to take after completing their initial tasks, which can lead to delays in moving forward with the enrollment process.

    Social and Emotional Challenges

    • Anxiety and uncertainty: The transition to college can be intimidating, especially for first-generation students. Without proper support, students may feel overwhelmed and unsure of how to proceed.
    • Lack of connection: Feeling disconnected from the campus community can hinder a student’s willingness to engage and complete the onboarding process.

    How to Help Students Reach Their Goals in a Reasonable Amount of Time

    When it comes to keeping students on track, intervention is key. Follow these tips: 

    • Educate students early: Help students realize that taking two courses per term may not be enough to earn their degree in the time frame they set for themselves. Make them aware of initiatives such as “15 to Finish” or “Momentum Year,” as well as other ways to receive college credit, such as through a prior learning assessment. These topics can all be part of the “Future Students” experience mentioned above in the “Ease of Enrollment” section. 
    • Keep students focused on the end goal: Post each student’s expected graduation date within their degree audit so they can see that taking two courses per term will put them on pace to earn an associate degree in five years. 

    Common Cost/Benefit Roadblocks for Students

    You’ve now reached the last but never the least critical roadblock in higher education: return on investment. It’s why your students are showing up, and if the numbers don’t make sense, they can — and should — turn back. Here are some financial concerns that your students are likely to face: 

    Housing and Transportation Challenges

    • Affordable housing: Students who need housing may have trouble finding affordable options, which can delay their ability to start classes.
    • Transportation barriers: Students without reliable transportation may struggle to attend orientation sessions, placement tests, or even some of their classes.

    Cost of College Data Is Hard to Find

    • How much a degree costs: Some students don’t know what a college credit is, much less what a cost-per-credit model is. Furthermore, many students don’t know how many credits it takes to earn a degree/credential. 
    • Payment options: Students may not know that different financial options exist. This is especially true for students who work full time for an employer that provides tuition assistance as a benefit. 

    Ways to Help Students With Their Financial Concerns

    Your institution is responsible for ensuring that students understand their financial obligations and how to meet them. Here are a few ways that you can do this: 

    • Provide clear cost comparisons: Create easy-to-understand charts or infographics that compare the cost of tuition and fees at your community college to those at local four-year universities. Highlight the significant savings. 
    • Offer cost calculators: Provide online calculators that allow students to input their financial information and compare a community college’s costs to a four-year institution’s costs. See an example here. 
    • Provide debt-projection tools: Offer tools that project potential student loan debt based on different educational paths, clearly illustrating the financial advantages of the community college option. Remember that you are an educator and that education starts the moment a student begins exploring your college. 

    Bust Down Roadblocks by Partnering With Archer 

    In my 20 years of experience, I’ve helped lots of institutions navigate these potential roadblocks to enrolling and retaining more students. And I’m far from alone in my expertise at Archer. Our full-service team partners with colleges of all kinds to help them build and scale their capacities. 

    Is your institution ready for a collaborative partner who takes the time to get to know you, then makes custom recommendations based on decades of experience? Reach out to us today! 

    Subscribe to the Higher Ed Marketing Journal:


    Brian Messer

    Brian Messer has over 20 years of experience overseeing all aspects of university administration, including online, operations, academic affairs, enrollment management, marketing, financial management, and human resources and student affairs. Specifically, his extensive experience in scaling marketing and enrollment initiatives in all sectors of nontraditional higher education have contributed to student success and growth at many institutions of higher learning.
    Messer holds a doctorate in higher education administration from Saint Louis University.

    Source link

  • Free Community College Available In 31 States

    Free Community College Available In 31 States



    Ditch The Debt: Free Community College Available In 31 States





















    Source link