Small College America

Today, we will be speaking with a senior writer for The Chronicle of Higher Education — Karin Fischer.Karin covers a variety of topics, including international education, the social and political divides around college, and the challenges faced by small colleges. She also publishes a newsletter on global education, Latitudes. 

Her reporting has appeared on NPR and in The New York Times. She is a research associate at the Center for Studies in Higher Education at the University of California at Berkeley and an international education leadership fellow at the University at Albany. She is a recipient of the East-West Center’s Jefferson Fellowship for reporting in Asia and the International Reporting Project fellowship. She is a graduate of Smith College, where she studied government and political philosophy.

Interview Questions 

1. Your article, "When Gown Leaves Town," captures the deep impact of college closures on small communities. What inspired you to investigate this topic, and what did you find most striking or unexpected in your reporting?
2. You emphasize both the economic and cultural impacts of college closures. In small towns, which of these effects seems to have the most lasting impact, and why?
3. Based on your observations, could you discuss some innovative or successful examples of repurposing campuses after a college closure? How might other communities apply these lessons?
4. In your article, transparency emerged as a significant issue. What advice would you offer colleges to better communicate with their communities, especially when financial viability is uncertain or closure seems possible?
5. What advice or practical steps would you recommend to small colleges and local leaders who are concerned about the future stability of their institutions and communities?
6. You’re reporting frequently explores how American higher education engages globally—covering areas such as international student enrollment, study abroad programs, comparative education systems, and, increasingly, how geopolitics affect colleges. In your view, how do these global trends and geopolitical factors uniquely impact small colleges?

If you'd like to learn more about Small College America, go to our LinkedIn site, where you can find details on upcoming episodes, contact us, and suggest topics you’d like us to cover." Small College America receives underwriting support from Perspective Data Science, which develops cutting-edge AI tools and data solutions, including the Financial Compass 

Today, we are speaking with Scott Wiegandt, the Director of Athletics for Bellarmine University in Louisville, Kentucky.

" Scott is a former Bellarmine University All-American and professional baseball player and was hired as the university's director of athletics in 2005. He played a lead role in moving from Division II to Division I in the 2020-21 academic year. In July 2024, Wiegandt was named to the 2024-25 executive committee of the Division I-AAA Athletics Directors Association.
 
In Bellarmine’s first two years at the Division I level, the Knights captured a pair of ASUN Conference championships, winning the league’s academic championship in 2021 and the 2022 men’s basketball title in front of more than 6,000 fans at Freedom Hall—the second-largest crowd to witness an ASUN Championship.
 
Scott is a native of Louisville and a graduate of Bellarmine University, where he earned an undergraduate biology degree.”

Questions

1. Scott, let’s start with some background on Bellarmine University. What attracted you to attend Bellarmine and later brought you back to your alma mater?
2. You’ve had a long tenure as Bellarmine’s Athletic Director. You saw success at the Division II level, including a national championship in men’s basketball. Why did Bellarmine decide to move from Division II to Division I? What were the biggest challenges you faced in making that leap, and what lessons did you learn along the way?
3. Moving to Division I requires more than just strong teams—it involves compliance, financial considerations, and student-athlete support. How did you and your team navigate those changes to ensure Bellarmine remained competitive and sustainable at this level?
4. I believe Bellarmine currently plays 23 varsity sports in NCAA Division I, along with a variety of intramural sports, and nearly a quarter of first-time, full-time students are student-athletes." One of the unique aspects of your leadership has been adding new sports teams. How do you decide when and which programs to introduce, and what factors influence those decisions?
5. Small colleges often face financial and resource constraints in athletics. How has Bellarmine balanced the demands of competing at the Division I level while maintaining the institution’s core academic and financial priorities?
6. Looking ahead, what’s your vision for the future of Division I athletics with the evolution of NIL, and how do you see the role of small colleges evolving in the broader Division I landscape? 

If you'd like to learn more about Small College America, go to our LinkedIn site, where you can find details on upcoming episodes, contact us, and suggest topics you’d like us to cover." Small College America receives underwriting support from Perspective Data Science, which develops cutting-edge AI tools and data solutions, including the Financial Compass 

 Today, we dive deep into the challenges and opportunities facing small colleges with Charles Kim, who’s been at the forefront of strategic financial advising in higher education.

Charles Kim is a retired strategic and financial advisor who, for more than 30 years, advised leading healthcare systems, academic medical centers, and institutions of higher education nationwide throughout his career. Prior to his retirement, he was a Managing Director at Kaufman Hall, where he launched and led the firm’s Higher Education division. Mr. Kim has presented at various higher education conferences and authored over thirty articles on the higher education industry, topics ranging from strategic planning to financial management and partnerships. He continues to be active in the higher education industry, serving on the boards of Augustana College and Westminster College. Mr. Kim has an M.B.A. in Finance and Accounting and a B.A. in Economics, both from the University of Chicago.

Questions:

1. You’ve spoken passionately about your preference for liberal arts education, mentioning your experiences at the University of Chicago and your children’s experiences at Middlebury and Colby. What specific aspects of a liberal arts education do you believe are most valuable in today’s world, and how have you seen these benefits play out personally and professionally?
2. "You transitioned into the small college space with a strong desire to preserve history and support struggling institutions. What motivated you to take on the role of a trustee, and what advice would you give to others considering this path? What do you believe are the most important qualities and preparations needed for an effective trustee?"
3. "In our earlier conversation, you emphasized the importance of transparent communication and data sharing between senior administration and trustees, especially during times of financial stress. What strategies have you found most effective for fostering this transparency and encouraging difficult but necessary conversations?"
4. "Can you discuss the importance of involving stakeholders in decisions about schools in financial distress who might have to close? What role do you believe private investors and state institutions can play in supporting small colleges and their communities?” 
5. "You mentioned your experience with a strategic initiative at Augustana that involved collaboration among faculty, administrators, and trustees. What were some of the key strategies you used to build trust and foster effective communication between these groups? How can other institutions replicate this approach?"
6. "You’ve been involved over your career as a consultant for a number of schools that faced financial challenges. Can you share some key lessons learned from these experiences? What do you see as the biggest challenges and opportunities in using mergers as a strategy for struggling institutions? Looking ahead, how do you foresee mergers shaping the future landscape of small colleges?" 
   
   

Closing
" If you’d like to learn more about the series, visit our website at www.smallcollegeamerica.transistor.fm/, where you can find details on upcoming episodes, contact us, and even suggest topics you’d like us to cover. Be sure to subscribe and leave a review. For Small College America, thank you for joining us.

Biography Dr. Paaige Turner
Dr. Turner serves as the Provost and Executive Vice President at Aurora University, located in Aurora, Illinois, a suburb of Chicago. Before joining Aurora University in July 2024, she spent six years as Dean of the College of Communication, Information, and Media at Ball State University. Dr. Turner began her higher education career at St. Louis University in 1998."

"An experienced higher education administrator and communication scholar, Dr. Turner has an extensive background in gender in the workplace, strategic planning, mentoring, change management, budgeting, education technology, and international education. She holds a Bachelor’s degree from the University of Oregon and a Doctorate in Communication from Purdue University.

Key Topics of Discussion

• Question 1. Paaige, let’s start with some background on Aurora University. Can you give us an overview of the institution and how it has evolved over the years?
• Question  2. Small colleges often struggle with undergraduate enrollment and brand differentiation in a competitive market. Yet, Aurora University has maintained stable undergraduate enrollment over the past five years. What strategies have been particularly effective in attracting and retaining students? Talk about your strong Latino student population.
• Question 3. Aurora University has a significant presence in online education alongside its traditional on-campus programs. Can you share insights into how Aurora developed its online offerings? When did the university enter the online space, and how has enrollment in these programs evolved? What are some of the most popular online programs?
• Question 4. Small colleges thrive on strong community and alumni connections. How does Aurora University foster relationships with its alumni and the local community? Are there particular initiatives that have been especially impactful?
• Question 5. You came to Aurora University after serving as a Dean at Ball State, a much larger institution. What attracted you to Aurora, and how has your first year as Provost compared to your expectations? What have been the biggest surprises or challenges in transitioning to a leadership role at a smaller university?
• Question 6. Looking ahead, what do you see as the biggest opportunities and challenges facing small private colleges like Aurora University in the next decade? How should institutions be preparing for these changes?

Quick Recap - in this episode with Small College America, Kent Barnds, and Dean Hoke sit down with Eric Lindberg of the Austin E. Knowlton Foundation in Cincinnati, Ohio, to discuss the role and value of small colleges in US higher education. Eric shares his personal experiences and the Foundation's approach to philanthropic giving. They also explored the importance of leadership teams, agility in responding to social and governmental changes, and the complexities of college mergers.

Introduction - Our guest is Eric Lindberg Chief Investment Officer and Trustee of the Austin E. Knowlton Foundation in Cincinnati, Ohio. Eric brings over 25 years of leadership experience in global private equity, including roles at The Blackstone Group, Hicks, Muse, Tate & Furst, and Lion Capital. He also serves on the Board of Trustees at Denison University and Augustana College and has contributed his expertise to numerous philanthropic boards. Eric holds a BA from Denison University and an MBA from Harvard Business School.

Questions:

1.  As a graduate and trustee of Denison University, what led you to choose Denison, and how did your experience there influence your career path?"
2. The Foundation appears to have a strategic focus on supporting private, small colleges, particularly in Ohio. Could you share more about the foundation’s mission and its impact on higher education?
3.  How do you measure the effectiveness of philanthropy in higher education? In your view, what does 'effective' philanthropy look like?
4.  Many institutions rely on traditional reactive giving without performance metrics. Do you think this model is still viable, or should philanthropy evolve to include more accountability and performance-based outcomes?
5.  With many small colleges facing financial challenges, what do you believe is the most ethical and responsible approach to philanthropy? Do you see mergers as a feasible solution for struggling institutions?
6.  The regulatory environment and societal values are constantly evolving, especially in Washington. How should education philanthropists adapt to these changes while staying true to their mission?

Close

If you’d like to learn more about the series, visit our website at www.smallcollegeamerica.transistor.fm/, where you can find details on upcoming episodes, contact us, and even suggest topics you’d like us to cover. Be sure to subscribe and leave a review. For Small College America, this is Kent Barnds, Executive Vice President for Augustana College and Dean Hoke Senior Fellow at the Sagamore Institute, thank you for joining us.

Our guests today are Wendy Sherman Heckler from Otterbein University and Chet Haskell of Antioch University. They discussed their unique partnership, the Coalition for the Common Good. They also discussed the growth model of their shared services operation, the transition of Antioch from a financially constrained institution to a new model, and the expansion of the Higher Education Partners Coalition. The conversation also touched on the importance of trust, clear communication, and stakeholder buy-in in building the coalition, as well as the financial sustainability and pathways for students in their institutions.

Wendy Sherman Heckler, Provost and Senior Vice President for Academic Affairs at Otterbein University, and Chet Haskell, Vice Chancellor for Academic Affairs and University Provost at Antioch University. The hosts and guests briefly discuss the Coalition for Common Good, an innovative national higher education system founded in 2023 by their institutions.

Interview Key Topics of Discussion

Antioch and Otterbein's Unique Partnership Coalition for the Common Good
Wendy and Chet discussed the unique partnership between Antioch and Otterbein, which they referred to as the "coalition for the common good." They clarified that this model is not a traditional merger but rather a collaborative relationship where both institutions maintain their separate identities and statuses. The goal is to grow this relationship into a multilateral one, with each institution maintaining its independence. They also discussed how this partnership allows them to specialize in their respective areas, with Antioch focusing on adult learners and Otterbein on undergraduates. The shared mission of higher education is central to their collaboration.

Scaling Shared Services and Challenges
Chet discussed the growth model of their shared services operation, emphasizing the importance of scaling their operations. He highlighted their successful use of Zoom during the Covid-19 pandemic, which allowed them to transition from 75% on-campus instruction to 25% post-pandemic. Dean expressed interest in the unique model, asking about the main challenges in creating the coalition and the stakeholder buy-in. Wendy responded, noting the challenges of communicating a positive change in a highly competitive environment like higher education, and the importance of trust and clear communication in building the coalition.

Antioch's Financial Model Transition
Chet discussed Antioch's transition from being a financially constrained institution to adopting a new model. This involved setting up a committee, signing NDAs, and conducting extensive internal and external communication about their plans. The goal was to sustain and grow their programs, despite limited financial resources. Dean then inquired about the start of this process, to which Chet and Wendy provided details, indicating that preliminary discussions began in spring/summer of 2021, followed by public announcements in July 2022 and the completion of the transaction in June 2023.

Expanding Board and Stakeholders
Wendy and Chet discussed the process of expanding their institution's board of trustees to include faculty and student trustees, and the importance of involving wider circles of people in the decision-making process. They also touched on the complexities of working with accreditors and the need to build relationships with lawyers, creditors, and other key stakeholders. Wendy emphasized the importance of understanding the fragility of private nonprofit institutions in the current environment. The conversation concluded with Kent. expressing interest in the financial implications and sustainability of the partnership between the two institutions.

Expanding Graduate Programs and Pathways
Wendy discussed pathways for students, specifically mentioning a program where Otterbein students can take 9 credit hours of graduate coursework as undergrads that can double count towards both degrees. She shared that this initiative has led to growing enrollments, and students are showing interest in these pathways to graduate programs. The program is expanding, with 15 pathways now available. Chet agreed with the model, stating it's beneficial for both institutions and expands their reach. He also mentioned the creation of a graduate school of nursing and health professions, which is up and running. Dean was about to discuss the investment aspect of the program.

Strategic Partnerships and Financial Sustainability
Wendy and Chet discussed the growth and financial sustainability model of their institution, Otterbein, which has led to strategic partnerships with various organizations. They highlighted the importance of these partnerships in community development and workforce development, generating revenue streams. Dean asked about the progress and expectations of the partnership, to which Wendy and Chet responded positively, noting the innovation and creativity of the model. They also mentioned some surprises, such as the unexpected interest of Otterbein faculty in working at Antioch, and the positive impact of the partnership on faculty collaboration.

Expanding Higher Education Partners Coalition
The discussion focuses on the expansion of the Higher Education Partners Coalition. Chet and Wendy confirm that they are in active discussions with one institution and exploring opportunities with a couple of others, aiming to include high-quality undergraduate institutions from different locations. They emphasize that while there is interest, the coalition is not suitable for all institutions, particularly those in extreme financial distress. Both express excitement about introducing new members to the coalition but indicate that they are not as close to announcing new members as they would like. They welcome inquiries from interested institutions and mention that their leadership often discusses the coalition at conferences, generating further interest.

"Welcome to Small College America, a 30-minute weekly podcast series dedicated to exploring the strengths, challenges, and future of small colleges across the country. Each week, we’ll bring you insights from leaders, faculty, and students who are shaping the future of small colleges and their role in higher education.

Introduction of Co-Hosts

Kent Barnds and Dean Hoke provide background on where each works, what each does, their passion for small colleges, and why this podcast matters.

What Listeners Can Expect

We speak about small colleges—both the strengths and the hurdles they face.  We discuss financial challenges, enrollment trends, innovation, student success, leadership, etc. We will Interview not only college presidents but also faculty, enrollment officers, trustees, athletic directors, news columnists, etc.

The series will begin airing on Tuesday, March 4th, and will be weekly for the next 13 weeks.

Dr. Barry Ryan served as President of Woodbury University in California from 2022 to 2024.  Woodbury, at the time of this interview in early 2023, had an enrollment of approximately 1,000 students.  In June 2024, they finalize their merger with the University of Redlands

A first-generation college student, Dr. Ryan fell in love with higher education.  He has served in virtually every education context, from large state universities to private non-profit and for-profit institutions of all sizes.  

He has lengthy service as a faculty member and as a department chair, founder of a center for teaching and learning, dean, vice president, provost, and president.  

Dr. Ryan is also an attorney. His legal service has included practice, law school teaching, and consulting. He is admitted to the bars of the Supreme Court of the United States, the Supreme Courts of California and Virginia, He worked in the chambers of former Chief Justice William H. Rehnquist. 

Dr. Ryan earned his PhD from the University of California, Santa Barbara, a JD from the University of California, Berkeley, an M.Div. from Fuller Seminary, his BA in History from Westmont College, and a post-graduate Diploma in Global Business from the Saïd School of Business, Oxford University.  

Questions

• Let’s start off by talking about Woodbury University. I believe it’s one of the oldest higher education institutions in Southern California. Can you do a brief profile of Woodbury, your students, and programs? What are some of the programs you are most noted for?
• A new study shows 50% of students attending colleges that close their doors do not continue their education. What role can/should small colleges & accreditors play in keeping more of these students continuing their education?
• Small colleges are very different compared to larger institutions and state systems.  Can you discuss some of the challenges and advantages you see?
• How best can Presidents from smaller colleges and universities introduce and implement online classes/program degree programs and certificates?
• Barry, most of your professional life has been in the field of higher education. What attracted you to a university career?  Did you have mentors along the way, and what lessons did you learn from them about being a university leader?
• As you know, enrollment of traditional students has been declining across the United States, and more schools are closing or merging. How do you envision the future of smaller colleges and universities?  

Dr. Janelle Vanasse is the President of Alaska Pacific University, located in Anchorage, Alaska. She has been a leader in education for more than 30 years, specifically at schools and institutions that prioritize Alaska Native education. Immediately prior to joining APU, Vanasse served as superintendent in Sitka. She also held a range of leadership roles in the Bethel area, including principal. 

Throughout her career, Dr. Vanasse has elevated the educational experience for Alaska Native students. She believes that scholarship and leadership are enhanced when influenced by our authentic selves.

Dr. Vanasse holds a bachelor’s degree in special education from St. Cloud State University, a master’s degree in educational leadership from the University of Alaska Anchorage, and a doctorate in educational leadership from Gonzaga University. Her most recent academic work includes research about the power of cultural self-identity in college persistence.

Questions

• Janelle, Let’s start by talking about Alaska Pacific University. Can you do a brief profile of APU? I believe you have around 550 students. Tell me about your students and degree programs. What are some of the programs you are most noted for?
• With the school located in a state with a population of less than 750,000, you can’t depend on students coming from a 100-mile radius like schools located in states with millions of people. What attracts students to Alaska Pacific?    
• I believe about 25% of your students are Alaska native students. In your opinion, how do high school native students and families perceive higher education, and what are the reasons they opt into or out of attending higher education?
• When we talked with you as we prepared for the show, you mentioned that the university is working toward becoming a tribal college. Can you tell us what a tribal college is and what its advantages are?
• You, like many other Alaskans I’ve known, seem to be adventurers.  The Bemidji Pioneer, your hometown paper in Minnesota, interviewed you, and you talked about your career as an educator, which led you eventually to Bethel, Alaska.  You first went to Fairbanks for a year and then you said to the paper: “When that didn’t feel like an adventure enough, I moved out to Bethel, Alaska, which is a rural, off-the-road community”. You seemed to have found what you were looking for. Tell us what you saw and how that experience attracted you to become President of APU.   
• The school was established in the late 1950s, just before Alaska became the 49th state to enter the union. During these past 60-plus years, I imagine APU has established several partnerships that have benefited the school and the outside community. Can you tell us about a few of those partnerships?
• Why are small colleges and universities like yours important?

Joining us today is President Ryan Smith, President of the University of Rio Grande and Rio Grande Community College. He joined the institution as President in October 2019. 

Ryan spent the first 23 years of his career working as a Vice President and partner with Smith financial advisors. In 2007 he was elected to the Gallipolis City School board, and in 2012 he won election to be State Representative for the 93rd District of Ohio.  He served as Finance Chairman and in 2018, Ryan was elected to serve as the 103rd Speaker of the Ohio House until stepping down from his post in October 2019.

He is a graduate of The Ohio State University with a B. S. degree in Finance. His wife, Vicki, graduated from Rio Grande and they are the proud parents of four children.

Questions:

• The University of Rio Grande is a private university founded in 1876, and Rio Grande Community College is a public community college that was founded in 1974. They have separate boards and funding structures. Can you discuss with our audience about this unusual model and its advantages?  
• For a small institution located in a rural region, you have quite an intercollegiate athletic program. Tell us about the program and the students who participate. 
• You do not come from a traditional path to become a university president. However, you have been a public servant first at the local school board and then the state legislature, where you served not only as a legislature but as Speaker of the House. Are they similar in any way and what lessons in leadership you learned in public office are applicable in your current position? 
• The school has been in the community since 1876. Can you tell us about the school’s involvement with the outside community meaning businesses and people in the region? 
• I have read articles and talked with individuals over the past years that question the viability and sustainability of smaller colleges and universities. Tell us why in your opinion the value of small schools such as yours to higher education