Why has the college gone through this process?
Last spring the campus began a comprehensive review of our strategic plan to include analysis of our cost structures and programs so we could be sure we did not have resources tied up in activities that were serving few or no students. Our goal was to re-envision Columbia College for the 21st century. In doing so, we must invest wisely in our human and physical resources and in programs appealing to more students. We also wanted to keep the cost of tuition as low as possible by carefully controlling our costs.

When the economy entered severe recession this fall, the process intensified.  The high unemployment rate, loss of access to student loans, cuts in state funds, and declining stock market are certain to have a negative impact on colleges.  Across the country colleges from the small privates to Harvard are announcing cuts.

Does this mean the college is in trouble?
No.  In fact it is a very good sign that the college is being proactive in difficult economic times.  This process is designed to phase out or redesign programs and operations that were straining finances in order to be able to reinvest in ones with stronger enrollment.

How extensive were the layoffs?
By reducing the number of classes taught by adjunct instructors and freezing open positions in appropriate programs, we were able to keep the number of layoffs to 7%, (12 staff and 6 faculty members).  When the frozen positions are included, the total personnel reduction is 11%, (16 staff and 12--two of whom were half-time--faculty members). 

How were the decisions made about which programs to cut and which new programs to consider?
This process was inclusive and transparent.  Six committees composed of more than 50 faculty and staff members spent many hours gathering data and formulating recommendations.  Faculty and staff were urged to be part of the process through open communication with the committees and suggestion boxes. We surveyed students about their experiences and held a budget forum and small group discussions.  We also surveyed recent graduates.

Academic programs were analyzed based on a ten-year average of numbers of students in the program, numbers of graduates, cost of delivering the program compared to similar programs at peer institutions, and on qualitative data provided by the programs.

The committees also looked at projections of future growth areas, potential programs and activities to appeal to future students and donors, and ways to support a community in transition.  Based on extensive study, objective analysis, and hard work, the committees made a set of recommendations that became the basis for the president’s final decisions and the board’s endorsement.

What kinds of enrollment information affected the decisions about programs and faculty?
The following chart is one example of some of the information that was considered.

Will the reduction in faculty positions mean large class sizes?
No.  Before this process our student to faculty ratio was 10:1, which is exceptional in all but very wealthy colleges.  Our new goal, assuming stable enrollment, is 13:1, which is still quite low. 

Is this just the first of more cuts to come?
While no one knows what the economy will do or when a recovery will start, we believe that this process has prepared us for fall.  If our conservative enrollment projections are correct and fundraising is not deeply affected, this is expected to be the only round of cuts.

Can the college remain strong after doing this?
Yes, the goal is to make us even stronger.  This process aims to strengthen our three core absolutes: our connection to the United Methodist Church, our identity as a college for women leaders, and our core commitment to the liberal arts skills of critical thinking, strong communication, and comprehensive knowledge.  We are reaching out to the churches through creation of a new position, Director of Church Relations and Chaplain, and through reinstatement of the annual choir tour of churches.  We are exploring new majors especially chosen to provide strong education for tomorrow’s women leaders.  We are beginning an examination of our general education program and placing more of our fulltime professors, as opposed to adjuncts in the classroom. We are also restructuring from a 14-department to a 5-division structure in part to emphasize the college’s liberal arts commitment to interdisciplinary learning.

The College just isn’t the same as it was when I was there, is it really changing for the better?
Colleges always change, just as people do.  The changes in technology, future job growth, social conditions, etc., demand a college that meets the needs of tomorrow’s women. That is one thing that has not changed.  Just as Columbia Female Seminary met the needs of women at the end of the 19th century with a program in fancy needle work, Columbia College at the dawn of the 21st century is assuring that it can meet the needs of women who will lead in a world in which they are for the first time more that 50% of the workforce.  We cannot keep resources committed to programs that are no longer economically viable at the expense of programs that better serve today’s and tomorrow’s students.

What are some of the new programs being considered?
Surveys of recent graduates, prospective students, regional employers, national labor statistics, and regional competition show initial promise in such programs as: