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Messages - klg14

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...The Family

The funeral industry was once dominated by family businesses passed down through generations. But that has changed: In 2018, 83% of mortuary college graduates were completely new to the business.

Once widely popular, pinball machines have mostly become relics of the past. But the Pinball Hall of Fame in Las Vegas is proving they still hold nostalgic appeal, with more than 250 of them now on public display, and plans to expand to a larger space on the Vegas strip. From old-time parlor games to the Simpsons, all you need to play is a quarter.

Research shows that when you add a social component to an exercise plan, you're more likely to stick to it. That's especially true of the steps, turns, beats and fun of soul line dancing.

Allen Burnett, who just had his sentence commuted after 27 years in prison, said after he started working toward a B.A., his stepdaughter was inspired to enroll at Cal State LA, and his nieces and nephews have since started going to school. "This thing right here that we're doing," he said, "it's transcending this facility."


One of the most stunning reversals in higher education is happening right now in Pennsylvania. And it could be a blueprint for other struggling universities and colleges both here and across the nation.

A $5.3 million endowment to the University of Mississippi will be pulled and moved instead to the CREATE Foundation in Tupelo, Miss.

"With this research, we’re hearing from working adults themselves -- and they’re telling us that they want additional education and training, but not exclusively, or even primarily, in the traditional higher education package."

The bottom line is that men and women have different roles. We can try to change that all we like, but one main thing keeps coming back. Men are meant to be leaders. Nothing will change that. The man being the head of the household doesn't mean controlling or demanding nothing. It means being a natural leader. The problem is today folks young and old have no real clue of what a Alpha male is. I work with women who make $150-250k salaries. They still desire one thing. A husband. Many have kids and no husband. Live in 5000 sq ft homes. Have money that many wish they could have, but still desire a husband. When reality sets in some learn that no matter how much money they make. How fine they are. How much they can put that puddin on a dude it still comes down to one thing. Respect and knowing your role in a relationship. Sorry that will not change no matter the year. In the animal kingdom the male lion is still the king of the jungle.

So...where are these 'Alpha males' you speak of? And are you referring to just Black ones?

Low-income students will have to take out loans totaling $80,000 for a four-year degree at The University of South Carolina, making it one of the least affordable flagship universities in the country, a new study found.


By Robert Witt and Kevin P. Coyne

September 22, 2019

There is little disagreement that private colleges are facing a financial crisis. Conservative estimates say that hundreds of institutions are in peril, and discouraging enrollment numbers are likely to only get worse. In other industries, similar conditions have presaged waves of consolidation in which weaker entities sell out to stronger ones through a sweeping pattern of mergers. Many in higher education have optimistically predicted that struggling colleges will be saved by a similar wave.

The data, however, say otherwise. There is almost no reason to think that mergers will be a widespread enough phenomenon to solve the crisis. We believe that for the vast majority of private nonprofit colleges, the only route to survival — in any form — will be through the college’s own internal actions to improve its value and efficiency. Those who fail this test will not merge into another institution — they will simply cease to exist.

We examined every college closure, merger, and acquisition from 2016 through the end of the most recent academic year — 163 of them across all types of institutions. It gave us a large enough database to ask the question: Should a failing private college expect to find a willing merger partner? The answer, unfortunately, is no — regardless of whether it looks to merge with for-profit colleges, public institutions, or private nonprofit colleges.

For-profit colleges have been very reluctant to engage in mergers — even with institutions that share similar business models. Since 2016, the for-profit college industry allowed 68 for-profit institutions to simply close, saving only six such institutions through mergers. They did not acquire a single nonprofit college.

Public colleges took over many nonprofit institutions during this period (33) —but only other public colleges. Presumably, they were ordered to do so by their governments, because as a matter of public policy, governments do not close failing institutions. (As evidence, not a single public institution was listed as "closed" during this period.) Only one attempt was made to merge a private nonprofit institution into a public one — Mercy College of Ohio into Bowling Green State University — but that attempt eventually failed.

Among private nonprofits, 55 institutions ceased to exist. Of these, 41 were closed, and 14 were consolidated through mergers. Superficially, this suggests that a typical failing institution might expect a moderate probability of finding another private nonprofit college to be a partner. However, a deeper look shows that’s not the case.

Of those 14 mergers, virtually every one of them was a result of unique circumstances that are not representative of typical troubled colleges. First, fully eight of the 14 consist of small, highly specialized niche schools in such fields as music, the fine arts, and medicine being absorbed into larger nearby institutions.

These include such examples as the Salt Institute for Documentary Studies being absorbed into the Maine College of Art, the Bridgeport Hospital School of Nursing being absorbed into the University of Bridgeport, and the School of the Museum of Fine Arts, Boston, being absorbed into Tufts University. Similarly, another one, Union Graduate College’s merger with Clarkson University, involved an institution that granted only graduate-level degrees.

Three more consist of mergers among Bible colleges with previous religious affiliations. And one, Wheelock College being absorbed into Boston University, seems to have been largely fueled by Wheelock’s unique situation of owning highly valuable real estate near Boston University’s land-constrained campus. Thus, only one of the 14 mergers (Philadelphia University’s merger with Thomas Jefferson University) can be considered a potential example relevant to most colleges.

So while there will likely be a handful of mergers among private nonprofit colleges in the future, the data suggest that most will be unusual — based on atypical factors, like those of the past few years. For most struggling colleges, the only route to survival will be through making optimal academic and operating decisions and implementing them with an emphasis on productivity and cost management.

For one, colleges need to make themselves distinct. A college’s name or brand should evoke a response from potential students and parents that captures the institution’s strengths, values, and culture. The brand should help answer two important questions: Will the college help the student grow into the type of young adult that both the student and parents aspire to? And will the college prepare the student for success in life? A strong brand will improve recruitment, which will reduce the need to use scholarships, or price discounts, as a recruiting tool.

We've seen how those price discounts have grown in popularity and amount over the years. In the absence of distinctiveness, colleges faced with increasing enrollment pressures have increasingly turned to the strategy to attract students. Discount rates for private colleges now average 50 percent. And while increased discount rates may have maintained or even increased enrollment, net operating margins have declined, creating serious financial problems at many institutions. This model almost certainly isn't sustainable.

Colleges also need to become more efficient, especially when it comes to faculty salaries, their largest single operating expense. Colleges need to implement systems that allow chief academic officers, deans, and department chairs to better manage how effectively faculty time is being used. As colleges look to an increasingly challenging future, curriculum delivery must be driven more by student program needs and less by faculty teaching-schedule preferences.

A college is not a business. However, in today’s increasingly competitive higher-education marketplace, a president and board that do not manage their college in accord with best business-management principles and practices put their institution at serious financial risk. Those who think that they can look for mergers to save them will be looking in vain.

The Texas A&M system is using ReUp Education to find students who stopped out and to help them re-enroll and graduate.

The president of Jacksonville State University was granted medical leave after nine men were arrested in conjunction with an investigation into several instances of alleged rape of minors. Why exactly President John Beehler is taking the leave is unclear.

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