Tag: Core

  • Higher Education Inquirer : Remembering SNCC and CORE

    Higher Education Inquirer : Remembering SNCC and CORE

    To remember SNCC and CORE is to remember a democracy built not by elites but by everyday people—students, sharecroppers, domestic workers, bus drivers, teachers, and the poor and working class across the Jim Crow South and the segregated North. It is to remember Ella Baker’s wisdom, Diane Nash’s determination, Bob Moses’s quiet power, Fannie Lou Hamer’s moral force, James Farmer’s strategic brilliance—and also the thousands of unnamed organizers who risked everything without ever appearing in a textbook, a documentary, or a university lecture hall. Their names may not be widely known, but their work forms the backbone of the freedom struggle.

    SNCC and CORE were never celebrity movements. They were people-powered, grassroots engines of democracy. They were built by individuals who knocked on doors in rural counties where Black voter registration hovered near zero; who faced armed sheriffs, Klan mobs, and white citizens’ councils; who farmed during the day and attended movement meetings at night; who ferried activists to safe houses; who housed Freedom Riders despite threats of arson and lynching; who cooked for mass meetings; who walked into county courthouses where their presence alone was an act of political defiance. These unnamed contributors shaped history as much as the well-known leaders, and their invisibility in public memory is itself a measure of how selectively the United States remembers the struggle for justice.

    Ella Baker insisted from the beginning that the movement’s strength rested in ordinary people discovering their own power. That is why she pushed for “group-centered leadership,” refusing the myth that liberation depends on a single, heroic figure. Her practice of listening deeply—and her belief that the least recognized people held the deepest wisdom—permeated SNCC’s organizing culture. It is a challenge to institutions today, especially universities that still cling to hierarchical models of governance and expertise.

    CORE’s early commitment to interracial, nonviolent direct action emerged from a similar belief in collective action. Its activists—people like James Farmer, Bayard Rustin, and George Houser—helped introduce the tactics that would soon reverberate across the nation: sit-ins, freedom rides, boycotts, and jail-ins. CORE’s work in northern cities also exposed the hypocrisy of institutions—including universities—that claimed moral high ground while upholding segregation in housing, employment, and policing.

    SNCC’s field secretaries—Charles McDew, Ruby Doris Smith Robinson, Prathia Hall, Sam Block, and so many others—did work that higher education still struggles to fully comprehend. Their organizing went far beyond protest; it involved listening to community elders, teaching literacy classes, building independent political organizations, challenging disenfranchisement at every level, and nurturing local leadership. Behind each of those actions were dozens of unnamed individuals who opened their homes, shared their limited resources, and stood guard against retaliation.

    Remembering the unnamed is not sentimental. It is foundational. The freedom struggle was sustained by people whose names were never printed, whose stories never made the evening news, and whose families bore the consequences. Many were fired from their jobs, evicted from their homes, or harassed by police. Some disappeared from public life after the movement years, carrying trauma with little public recognition or support. Their sacrifices made the Civil Rights Movement possible, and higher education owes them a debt it has never acknowledged.

    Today’s universities still wrestle with the structures the movement confronted: racialized inequality, policing, surveillance, donor influence, and hierarchical authority. Many of the same dynamics SNCC and CORE challenged—white paternalism, economic exploitation, authoritarian governance—are alive in campus politics and in the broader “college meltdown,” where austerity, privatization, and predatory actors erode public trust and opportunity.

    To honor SNCC, CORE, and the thousands of unnamed organizers is to affirm that democracy emerges from the ground up. It means recognizing that real change requires more than symbolic gestures or PR-friendly “initiatives.” It demands revisiting Ella Baker’s core insight: strong people do not need strong leaders—they need structures that cultivate collective power.

    Remembering them means acknowledging that the freedoms we now take for granted—voting rights, desegregation, access to education—were won not by institutions, but by people who challenged institutions. And it means seeing the present clearly: that grassroots organizing, from campus movements to community struggles, remains essential to confronting the crises of inequality, debt, climate, surveillance, and governance that define our era.

    To remember SNCC and CORE is to remember not just the famous, but the countless unnamed: the hosts, the watchers, the singers, the marchers, the jailmates, the caretakers, the strategists, the frightened but determined teenagers, the elders who said “yes,” and the ones who insisted that freedom was worth the risk. Their legacy is the true measure of democracy—and a guide for what higher education must become if it is to serve justice rather than power.

    Sources

    Clayborne Carson, In Struggle: SNCC and the Black Awakening of the 1960s.

    Thomas F. Jackson, From Civil Rights to Human Rights: Martin Luther King Jr. and the Struggle for Economic Justice.

    Charles M. Payne, I’ve Got the Light of Freedom: The Organizing Tradition and the Mississippi Freedom Struggle.

    James Farmer, Lay Bare the Heart: An Autobiography of the Civil Rights Movement.

    Taylor Branch, Parting the Waters: America in the King Years.

    Barbara Ransby, Ella Baker and the Black Freedom Movement.

    Danielle L. McGuire, At the Dark End of the Street.

    SNCC Digital Gateway, Duke University.

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  • Leading Through Change: The Core Values That Guide Collegis and Higher Ed

    Leading Through Change: The Core Values That Guide Collegis and Higher Ed

    Higher education is undergoing rapid transformation — from shifting student demographics to the urgent need for digital agility. At Collegis Education, we’ve navigated a similar journey. What began as a services organization has evolved into a technology-enabled partner, helping institutions thrive amid disruption. And while the journey hasn’t always been easy, one thing has kept us steady through it all: our culture

    When we talk about culture, we’re really talking about who we are when things get hard — how we make decisions, how we treat one another, and how we stay focused on our shared mission even when the future feels uncertain. 

    At Collegis, our culture is built on four core values that have guided every step of our transformation: authenticity, innovation, commitment, and collaboration. These aren’t just words. They’re the foundation that enables us to stay grounded and keep moving forward — together. 

    Shared transformation with our partners 

    Institutions across higher education are also undergoing profound transformation — navigating demographic shifts, evolving technology expectations, and increasing pressure to deliver on access and affordability. 

    These pressures have tested the resilience of colleges and universities nationwide. Yet just like Collegis, many institutions have found strength by doubling down on their missions and values. 

    That’s why our relationships with our partners are so strong. We understand that mission-driven organizations operate with purpose, and so do we. Higher education is about service, learning, and impact. At Collegis, our purpose is to help institutions live that mission more effectively through innovation, data, and technology — while never losing sight of the human side of education. 

    Authenticity in action: How trust drives transformation 

    Transformation requires honesty. Honesty about what’s working, what isn’t, and what comes next. Like many institutions, we’ve made difficult decisions in recent years. We’ve rethought how we serve our partners, restructured internally, and evolved how we operate. 

    Throughout these moments, authenticity has been our anchor. We communicate openly, acknowledge challenges, and lead with transparency to build trust. 

    It also means bringing our true selves to work. The people who thrive at Collegis are those who lead with integrity, admit mistakes, and approach challenges with humility and purpose. That creates space for bold ideas and genuine growth. 

    Authenticity connects us to our partners as well. Institutions strive to build cultures of empathy, honesty, and integrity — just like we do. It’s a value that runs deep across the higher ed ecosystem. 

    Innovation that moves us forward 

    Change is accelerating. The ability to innovate isn’t just a differentiator — it’s a requirement. 

    At Collegis, innovation is about more than technology. It’s how we think. It’s how we tackle complex challenges, experiment with new ideas, and find better ways to deliver value. 

    We’ve seen innovation in action across our organization — in the development of Connected Core®, in our use of AI to personalize student experiences, and in our operations teams that continuously improve how we work. 

    Our partners are innovating too. From program design to data strategy to student engagement, institutions are finding new ways to serve their communities. Together, we’re helping higher ed adapt and thrive. 

    Commitment that never wavers 

    Change tests commitment. It’s easy to be dedicated when things are smooth. It’s much harder when goals shift, markets move, or resources tighten. 

    What’s impressed me most about our Collegis team is the depth of commitment I see every day. Our people lean in. They solve problems, meet deadlines, and show up for one another and for our partners. 

    That same spirit exists across the institutions we serve — a relentless focus on students, on mission, and on progress. It’s what fuels our shared success. 

    Collaboration that scales 

    No transformation succeeds in isolation. Every major milestone we’ve achieved at Collegis has happened because of collaboration across disciplines, departments, and partner campuses. 

    Our strength comes from diverse perspectives — technologists, strategists, enrollment experts, marketers, and more — working together to deliver real outcomes. 

    Higher education is built on collaboration, too. Shared governance, interdisciplinary research, cross-campus teamwork — it’s all about connection. And that’s where we thrive. 

    Culture is our constant 

    We’re living in an era of rapid change. The pace of advancement, the evolving needs of students, and the challenges facing institutions demand agility and resilience. 

    In that context, culture is our constant. It’s what grounds us. It defines how we show up for one another and for our partners. 

    Culture doesn’t eliminate uncertainty. But it gives us confidence in how we face it — with respect, dignity, and shared purpose. 

    Staying grounded in what matters most 

    We’re proud of how far we’ve come, and we’re even more excited about where we’re headed. Our transformation didn’t happen by chance. It happened because our people chose to lead with authenticity, innovate boldly, stay committed, and collaborate with purpose. 

    Those values mirror the best of what higher education stands for. We’re honored to work alongside mission-based institutions shaping lives and strengthening communities. 

    As we continue to evolve, one thing won’t change: our shared belief in dignity, respect, and building organizations that reflect the best of who we are. 

    If we stay grounded in those values — as a company and as a community of partners — there’s nothing we can’t achieve together. 

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