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Changes at Excelsior
#1
Email to EC faculty this morning:

The financial issues of small public and private colleges have made headlines in recent years, the result of demographic changes, lower enrollments, regulatory uncertainties, rising competition, and other external and internal challenges. Excelsior, which has not been immune to these fiscal pressures, has spent the past 18 months focused on identifying and implementing the necessary reforms to adapt to these marketplace challenges. 

To date, we have made significant improvements in our academic experience through new student-centric practices, processes, and policies and the centralization of services. By eliminating executive administrator positions and consolidating departments, removing layers of middle management, and reducing positions, we have squeezed out inefficiencies and achieved necessary cost-savings that are being redirected to our core: academic quality and student services, technology, and marketing. 

Our focus now is on creating a more efficient, effective, scalable, and sustainable academic model.
Currently, 78% of student completions are clustered within 15% of our degree programs and concentrations. As a nonprofit with limited financial resources in a dynamic and volatile market, this is untenable. The elimination of undersubscribed programs and concentrations is an essential component to our academic reframing and will allow us to diversify beyond the Associate Degree in Nursing program by diverting institutional resources toward creating a portfolio of high quality, in-demand “flagship programs.” 

The streamlining of our programs was led by a task force comprising the College’s Executive Staff, Associate Provost for Academic Affairs, deans, faculty program directors, analytics and research team, and Marketing department. With the help of outside experts, we evaluated each of our programs and concentrations based on strategic fit, national and regional market data – student demand, competition, employment opportunities – and internal enrollment and trends. Together, the task force determined which programs and concentrations to sustain, fix, or teach-out as well as which held the potential for real growth. The details will be provided at a webinar on May 29 at 7 pm eastern.  

In addition to this programmatic streamlining, which will take several years to implement, Excelsior will also restructure our schools. Moving forward, the College will be home to:
  • The School of Undergraduate Studies comprising all non-nursing associate and bachelor’s-level programs;
  • The School of Graduate Studies comprising all non-nursing master’s-level programs; and,
  • The School of Nursing, comprising all associate, bachelor’s, and master’s-level nursing programs.

On the operational side, this restructuring will enhance quality, efficiency, and scalability through shared operational and administrative resources, the elimination of redundancies, and a more balanced distribution of resources across programs – something we have struggled to achieve historically. This will allow us to not only be more effective in the delivery of our programs, but to do so in a more cost-effective manner, saving us millions of dollars annually, which we intend to use to lower tuition and improve our market competitiveness.

From an academic perspective, this new structure will allow for the creation of a shared vision and culture, a consistent application of best practices, and a fully realized interdisciplinary approach to curriculum development, review, and revision at both the undergraduate and graduate level. Additionally, future and already in progress cross-academic initiatives such as Writing Across the Curriculum and Career Readiness will be more effectively implemented. Due to its uniqueness and inherent complexities, we determined it most appropriate that SON remains a separate unit, with continued leadership by Dr. Mary Lee Pollard.
In the meantime, faculty should continue to work with their faculty program directors.

Regarding the two new leadership positions, Dr. Li-fang Shih, formerly Dean of the School of Business and Technology, has accepted the role of Dean of the School of Undergraduate Studies. Dr. Rob Waters, formerly Dean of the School of Public Service, will assume the role of Dean of the School of Graduate Studies. We are confident that Li-fang and Rob have the right mix of experience, expertise, and vision to lead our newly constituted schools forward. 

As we turn the page to the next chapter in Excelsior’s history, we do so with a renewed sense of optimism. I hope you can join us at our Provost’s Circle webinar on May 29 at 7 pm eastern. Details and login instructions to come. 

Thank you.

Debbie Sopczyk
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#2
It is streamlining management from 6 to 3 colleges.  I do not see where they are eliminating any degree programs?
Non-Traditional Undergraduate College Credits (634 SH): *FTCC Noncourse Credits (156 SH) *DSST (78 SH) *CPL (64 SH) *JST Military/ACE (48 SH) *CBA (44 SH) *CLEP (42 SH) *FEMA IS (40 SH) *FEMA EM (38 SH) *ECE/UExcel (30 SH) *PLA Portfolio (28 SH) *EMI/ACE (19 SH) *TEEX/ACE (16 SH) *CWE (11 SH) *NFA/ACE (10 SH) *Kaplan/ACE (3 SH) *CPC (2 SH) *AICP/ACE (2 SH) *Sophia/ACE (2 SH) and *FRTI-UM/ACE (1 SH).
Non-Traditional Graduate College Credits (14 SH): AMU (6 SH); NFHS (5 SH); and JSU (3 SH).
 





#3
(05-14-2018, 10:26 AM)Life Long Learning Wrote: It is streamlining management from 6 to 3 colleges.  I do not see where they are eliminating any degree programs?

Not now, but the text makes it clear that it's coming very shortly, at least some of it by the end of the month.
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#4
(05-14-2018, 10:26 AM)Life Long Learning Wrote: It is streamlining management from 6 to 3 colleges.  I do not see where they are eliminating any degree programs?




(05-14-2018, 10:02 AM)BAngieB Wrote: The elimination of undersubscribed programs and concentrations is an essential component to our academic reframing and will allow us to diversify beyond the Associate Degree in Nursing program by diverting institutional resources toward creating a portfolio of high quality, in-demand “flagship programs.” 
MS Cybersecurity (Policy), Georgia Tech, 2021
BS IT Security, Western Governors University, 2018
BA Psychology, Thomas Edison State University, 2016
AA Sociology, Chaffey College, 2015

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#5
(05-14-2018, 10:40 AM)jsd Wrote:
(05-14-2018, 10:26 AM)Life Long Learning Wrote: It is streamlining management from 6 to 3 colleges.  I do not see where they are eliminating any degree programs?

They do mention teaching out, which generally means the plan put in place to teach remaining students out to graduation after a program is shuttered.


(05-14-2018, 10:02 AM)BAngieB Wrote: The elimination of undersubscribed programs and concentrations is an essential component to our academic reframing and will allow us to diversify beyond the Associate Degree in Nursing program by diverting institutional resources toward creating a portfolio of high quality, in-demand “flagship programs.” 
#6
The School of Nursing is 50% of that college.
Non-Traditional Undergraduate College Credits (634 SH): *FTCC Noncourse Credits (156 SH) *DSST (78 SH) *CPL (64 SH) *JST Military/ACE (48 SH) *CBA (44 SH) *CLEP (42 SH) *FEMA IS (40 SH) *FEMA EM (38 SH) *ECE/UExcel (30 SH) *PLA Portfolio (28 SH) *EMI/ACE (19 SH) *TEEX/ACE (16 SH) *CWE (11 SH) *NFA/ACE (10 SH) *Kaplan/ACE (3 SH) *CPC (2 SH) *AICP/ACE (2 SH) *Sophia/ACE (2 SH) and *FRTI-UM/ACE (1 SH).
Non-Traditional Graduate College Credits (14 SH): AMU (6 SH); NFHS (5 SH); and JSU (3 SH).
 





#7
Likely even more based in the 78%/15% line.
MS Cybersecurity (Policy), Georgia Tech, 2021
BS IT Security, Western Governors University, 2018
BA Psychology, Thomas Edison State University, 2016
AA Sociology, Chaffey College, 2015

View all of my earned credits on my Omni Transcript!
Visit the DegreeForum Community Wiki!
#8
Schools (7):
Business
Health Sciences
Liberal Arts
Nursing
Public Service
Technology
Professional Development
 
Will become (3):
The School of Undergraduate Studies
The School of Graduate Studies
The School of Nursing

Enrollment Summer 2017 (32,111)
12,110 Nursing
7,619 Liberal Arts
5,322 Technology
4,833 Business
1190 Public Service (newest college)
1,037 Heath Sciences
 
Future:
(17,944) The School of Undergraduate Studies
(12,110) Nursing (AS 10,432; BS 1,208; MS 362)
(2,057) The School of Graduate Studies (non-nursing)
Non-Traditional Undergraduate College Credits (634 SH): *FTCC Noncourse Credits (156 SH) *DSST (78 SH) *CPL (64 SH) *JST Military/ACE (48 SH) *CBA (44 SH) *CLEP (42 SH) *FEMA IS (40 SH) *FEMA EM (38 SH) *ECE/UExcel (30 SH) *PLA Portfolio (28 SH) *EMI/ACE (19 SH) *TEEX/ACE (16 SH) *CWE (11 SH) *NFA/ACE (10 SH) *Kaplan/ACE (3 SH) *CPC (2 SH) *AICP/ACE (2 SH) *Sophia/ACE (2 SH) and *FRTI-UM/ACE (1 SH).
Non-Traditional Graduate College Credits (14 SH): AMU (6 SH); NFHS (5 SH); and JSU (3 SH).
 





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#9
I like the fact that they seem to be taking an open, proactive approach to what I believe is going to be a tidal wave of change in higher education over the next 10-20 years. By acting now, it certainly improves their chances of long-term survival.
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#10
(05-14-2018, 11:14 AM)Nodaclu Wrote: I like the fact that they seem to be taking an open, proactive approach to what I believe is going to be a tidal wave of change in higher education over the next 10-20 years. By acting now, it certainly improves their chances of long-term survival.

The new NY state free college tuition program (also called Excelsior) is making it harder for private colleges to compete for financial aid dollars for students. See here: https://www.democratandchronicle.com/sto...074931001/

On top of that, some of the funding that gives teachers a pay bump for getting their master's degrees dried up in NY and other states, so some of the graduate programs likely saw a drop in enrollment.
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