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  • University of Texas Chancellor James Milliken chosen as next University of California president

    University of Texas Chancellor James Milliken chosen as next University of California president


    James Milliken, the next UC president, has deep experience running higher education systems in Texas and New York.

    Credit: University of California

    James B. Milliken, the chancellor of the University of Texas system and a veteran administrator with a history of leading public college systems, was selected Friday as the next president of the University of California.

    Milliken will take over the 10-campus UC system at a tumultuous time as it faces Trump administration threats to pull funding that could diminish the university’s research capacity, medical care and student services. UC is also likely to receive a significant cut to its state funding this year, providing further complications. 

    Milliken, familiarly called JB, also previously headed the University of Nebraska and the City University of New York, an urban system that includes seven community colleges, 11 four-year campuses and seven professional, graduate or honors schools. 

    Janet Reilly, chair of the UC board of regents, said Milliken is someone “who understands the transformative power of a public university system and who can build on UC’s legacy as a global leader in research and academics and public service.”

    “These times call for a president who is an effective advocate, a clear communicator and a collaborative partner to our many constituents, someone who can lead with vision and humility,” Reilly said, “and after an extensive national search. I am proud to say I think we have found that leader in JB Milliken.”

    Milliken, who is 68, will start his new job on Aug. 1 after Michael V. Drake, the system’s current president, steps down. Drake has been UC’s president since 2020 and has had stints as president of Ohio State University and chancellor of UC Irvine. 

    Milliken, who attended the regents meeting in San Francisco on Friday in person, acknowledged this is a difficult time but struck an optimistic note. We know that higher education faces challenges and changes. What will not change is the University of California’s historic mission, teaching, research, health care and public service,” he said.

    Milliken, whose initial contract is for five years, will make a base salary of $1.475 million, up from Drake’s $1.3 million.  

    During past stints as a president and chancellor, Milliken is credited with expanding STEM programs, prioritizing affordability and supporting undocumented students. Under his leadership at UT, the system cut a number of jobs and programs after Texas Gov. Greg Abbott signed a law banning many diversity, equity and inclusion (DEI) programs.

    Milliken said Friday that U.S. colleges are “the greatest engines of social and economic mobility the world has ever seen,” but noted that confidence in the sector is at historic lows.

    “Yet I remain firmly convinced that higher education is more important than at any point in our history, at a time when knowledge is increasing at a faster rate than ever,” he said. “New technologies are providing previously unimagined capabilities, and our graduates are enjoying opportunities in fields that didn’t even exist a few years ago. It’s abundantly clear that we must continue to invest in the most successful higher education model in the world.”

    Prior to his career in academia, which also included a period as senior vice president at the University of North Carolina, Milliken worked at a Wall Street law firm. He has a bachelor’s degree from the University of Nebraska and a law degree from New York University.

    Milliken is the second UC president in recent history to enter the job after a stint as chancellor of the University of Texas system. Mark Yudof, UC’s president from 2008 to 2013, was UT’s system chancellor from 2002 to 2008. He will be the 22nd UC president since the university was founded in 1868.

    Milliken will be required as UC’s president to oversee 10 varied campuses, $8 billion a year of research money and six medical centers. His experience leading UT may make him well-positioned to do that. The UT system includes nine academic universities and five health institutions. The system enrolls about 256,000 students; UC has nearly 300,000.

    UT has annual research expenditures of $4.3 billion, and the system ranks second in annual federal research spending among public universities — trailing only UC.

    UC gets about $6 billion annually in federal funds for research and other program supports, not including additional large sums its hospitals receive through Medicare and Medicaid. Cuts to that funding would be felt across the immense system, which comprises nine undergraduate campuses and one graduate-only campus, UC San Francisco. All 10 campuses have R1 status from the Carnegie Classification of Institutions of Higher Education, the highest tier for research universities. 

    UC officials defended Milliken’s new salary, on top of which he will receive free housing. A memo to the regents outlining his compensation package said UC faces “a highly competitive national market” for presidents and chancellors to lead top-tier research universities. Market data shows “increasingly higher compensation levels” among suitable candidates, according to the memo.

    In a statement, Gov. Gavin Newsom, a UC regent by virtue of his office, said Milliken “brings years of experience and the steady, strategic leadership needed to expand UC’s impact across the state.”

    Constance Penley, president of the Council of University of California Faculty Associations, said she was “cautiously optimistic” about the new UC president. “I liked very much what I’ve been able to discover about his commitment to access and equity in public higher education that he’s shown across four different universities and four different states.”

    Currently, the Trump administration is investigating several UC campuses on a variety of allegations, including discriminatory admissions practices and complaints of antisemitism. Most recently, the Department of Education opened a probe into UC Berkeley, accusing the campus of “incomplete or inaccurate” disclosures of foreign funding sources.

    The Trump administration has also zeroed in on race-based programs. Earlier this year, the U.S. Department of Education said colleges that use race in “admissions, hiring, promotion, compensation, financial aid, scholarships, prizes, administrative support, discipline, housing, graduation ceremonies, and all other aspects of student, academic, and campus life” violate federal law. 

    UC officials have since said that the order would not immediately impact its campuses and that maintaining their racially themed programs, such as graduation ceremonies and dormitory floors, is not illegal.

    In Texas, lawmakers in 2023 passed Senate Bill 17, which prohibits colleges from having a DEI office, hiring employees to perform the duties of a DEI office or requiring anyone to provide a DEI statement or undergo DEI training, according to The Texas Tribune.

    In response, UT cut 300 staff positions and eliminated more than 600 programs related to DEI training, according to The Associated Press. 

    “You may not like the law, but it is the law,” Milliken said at the time.

    UC in March announced it would no longer require diversity statements as part of its faculty hiring process, but has otherwise made no major changes to its DEI programming or policies. 

    On top of the federal uncertainties, UC also faces the likelihood of a substantial cut to its state funding this year, even as it is expected to continue increasing California resident enrollment and improve graduation rates. Gov. Gavin Newsom’s January budget proposal included an 8% cut, or $400 million, for UC. Milliken has previously had to contend with state funding cuts — or at least the threat of them. In 2016, then-New York Gov. Andrew Cuomo planned to slash $485 million from CUNY’s budget, though that funding was ultimately restored. 





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  • How Cal State’s first Black woman trustee influenced the university system

    How Cal State’s first Black woman trustee influenced the university system


    Donna J. Nicol, author of a book about Claudia Hampton, the first Black woman to serve on the Cal State board of trustees.

    Credit: Courtesy of Donna J. Nicol

    It was the photo of a Black woman dressed in university regalia that caught Donna J. Nicol’s eye. 

    “Trustee Claudia Hampton,” the caption read, “appointed by Reagan.”

    Nicol, an associate dean at Cal State Long Beach who studies the history of racism and sexism in higher education, was stunned. Ronald Reagan, as governor, opposed mandatory busing as a tool of school desegregation and, as president, attempted to undo affirmative action policies in the workplace. How could it be, Nicol wondered, that he appointed the first Black woman to sit on the California State University board of trustees? And what did Hampton do once she got there?

    “Black Woman on Board: Claudia Hampton, the California State University, and the Fight to Save Affirmative Action”, Nicol’s recent book, answers those questions and others about Hampton’s two-decade stint on the board of trustees that governs the 23-campus public university system. Prior to her appointment at CSU, Hampton worked to enforce desegregation orders in the Los Angeles Unified School District and earned a doctoral degree from the University of Southern California. She rose to the CSU board when an opportunity to meet then-Gov. Reagan’s education secretary turned into an informal vetting process for a board seat. (She met Reagan only once, as far as Nicol can tell, an encounter Hampton described as pleasant.) 

    The book tracks Hampton’s emergence as a master tactician and a skillful diplomat on the Cal State board of trustees. Initially excluded from the informal telephone calls and meetings in which fellow board members discussed CSU business outside of regular meeting times, Nicol writes, Hampton traded votes with trustees to earn influence. Eventually, she began hosting board members for dinner to ensure she had a voice in important decisions, a practice she continued as board chair. Hampton also withstood subtle (and not so subtle) racism to win support for policies benefiting low-income students of color. 

    Though at first skeptical of Hampton’s approach to board politics, Nicol came to understand her as a pragmatist who worked within the period’s racial and gender norms to wield power on a board dominated by white, wealthy and conservative men. 

    “I realized how genius she was,” Nicol said. “When she became board chair, she had a strategy of letting her supporters talk first, and then her opponents had to play defense later. Everything was strategic.”

    Nicol also details Hampton’s work to implement, monitor and ensure funding for affirmative action programs. Soon after Hampton’s death, California voters passed Proposition 209, a 1996 ballot measure that bans state entities from using race, ethnicity or sex as criteria in such areas as public education and employment.  

    But Hampton’s legacy is still felt in CSU and beyond, Nicol writes. CSU created the State University Grant program after Hampton argued that increases to student fees should be offset by more need-based aid. A student scholarship named in her honor is aimed at underserved Los Angeles-area students. The California Academy of Mathematics and Sciences, a prestigious public high school that was her brainchild, continues to operate on the campus of Cal State Dominguez Hills.

    Nicol counts herself among the many students to have benefited from Claudia Hampton’s advocacy. She attended an enrichment program for African American high school students at Cal State Dominguez Hills and received a State University Grant to pursue her master’s degree at Cal State Long Beach. Today, Nicol is the associate dean of personnel and curriculum at Long Beach’s College of Liberal Arts. She spoke to EdSource about the book and Hampton’s legacy.

    This conversation has been condensed and edited for clarity.   

    You write about a couple of incidents in which Hampton used some savvy diplomatic skills while on the Cal State board of trustees. Would you mind walking us through an example or two of those strategies?

    She was silent (at board meetings) for her first year. She didn’t talk, because she used that time to assess who were the power players, who were the people who had the capital. And so when she identified them, she said, “I have to trade votes with them.”

    One of her first appointments was to be on the Organization and Rules Committee. People treated it as a throwaway committee, but she was the chair, and so she decided, “I’m going to learn all of the board policies inside and out.”

    Before she passed away in (1994), she asked for a very specific rule, which is to hold presidents accountable for the implementation of affirmative action. What she wanted to ensure was that someone besides the middle manager, who would be the affirmative action officer, would be held accountable to make sure that they didn’t fall short on their affirmative action goals. 

    Claudia Hampton faced both subtle and overt racism that challenged the legitimacy of her role on the board. What are some examples of the discrimination that she experienced and how she was able to overcome that opposition?

    She was kind of presumed incompetent, because she was a Black woman coming into the board — even though she actually had a doctorate degree coming in.

    You had a trustee by the name of Wendell Witter. This is a few years in. They’re discussing affirmative action. And he yells out, “Oh my God, there’s a n— in the woodpile.” So she is taken aback by all of this, and all the men on the board, she says, are upset, too. And Wendell Witter is looking around like, “Well, what did I do? It’s just an expression.” 

    Hampton had a lot of experience in administration in (Los Angeles Unified), and she worked explicitly on race relations within the K-12 setting. When she got to the board, instead of yelling at Witter for what he had said, she told the board chair at the time, “I’ll talk to him individually. You keep going with that meeting.” And so the men on the board started to rally around her, because they viewed her as a political moderate, because she had every right at that moment to tell him off for the statements.

    Help me to understand the victories that Hampton ultimately won with regard to affirmative action and related policies.

    California Gov. Jerry Brown was actually kind of an opponent of affirmative action. He would say he supported it, but then when it came to funding, he would support (Educational Opportunity Programs, or EOPs, which help low-income and other underrepresented students attending a CSU campus), but he would not (fund) student affirmative action (in admissions) or faculty and staff affirmative action (in hiring). Hampton put a lot of pressure on Jerry Brown. She would call him out in meetings and say, “What about your commitment to these principles?’” (Hampton ultimately used her board position to ensure funding for student affirmative action pilot programs during a period of budget cuts in the late 1970s.)

    There was an update in the admission standards for students (in the 1980s). And she told people, ‘Yes, we’re going to increase the admission standards, but what we’re going to do is make sure that there’s enough EOP money that would prepare students in low-income areas in order to make sure they could meet those standards.’ She was particularly focused on the fact that L.A. Unified and San Francisco Unified had these large numbers of students of color and low-income students, but they weren’t getting access to things beyond reading, writing and arithmetic. They didn’t have access to a drama club or all those sorts of things. So she made sure that the CSU put funding aside to help support (that programming).

    Hampton and other affirmative action advocates’ success was short-lived because of the passage of Proposition 209, which prohibited state and local governments from considering race and other factors in public education. What were the forces that brought about Proposition 209?

    You have the recession that happened in the 1990s. Wherever there’s a recession and an economic downturn, you see an uptick in either racial violence or racial animus. So that’s one big part of it. The other part is the L.A. riots of 1992 because folks are like, ‘Well, they don’t deserve affirmative action, because look at how they’re behaving in the streets.’ That’s the idea. And then you also have, in 1994, Proposition 187, which has to deal with undocumented students.

    So you take all of those things – the recession, the LA riots, Proposition 187. Then, on top of that, you have (University of California regent member Ward Connerly, who championed Proposition 209) as this Black man who becomes a public face of the anti-affirmative action movement. (Connerly has said he has Native American, Black and white ancestry.) He’s kind of supercharging the debate over whether affirmative action is a good thing or not. So that’s really what led to its falling apart.

    We find ourselves now in a moment when a recent U.S. Supreme Court decision has effectively ended the practice of race-conscious college admissions. Are there lessons from Hampton’s life that you feel are even more relevant today in that context?

    I think that having diversity in our boards is really important because diversity leads to better policy. Too often we think of diversity as a feel-good thing — to make people feel included and inclusive. We talk about representation, but representation is more than just having two or three people from this group here; It’s really about having different perspectives so that you can write better policy.

    If you look at the CSU board, it is more diverse than it was, but is it reflective of what’s happening on the ground with students? I’m at CSU Long Beach, and we have a much larger Latinx population than what is represented on the board.

    I always say that the American project has been built on racism, and we don’t reconcile that. And Hampton just approaches the problem in a different way than others. I was raised in the Black radical tradition. So I had to come to terms with this pragmatic side — that we need the pragmatic and we need the radical at the same time. You need the radical to raise the consciousness of people, but you need the pragmatic in order to turn it into policy and something that has a legacy. 

    I also think that Hampton — her story, her life, what she did for the board— really demonstrates, in a lot of ways, people’s ignorance about how the trustees work. They’re super powerful, but they are super unnoticed. They are appointed by governors, and they are not held to account by the public.





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  • Dietary restrictions? Here’s what to know about university dining halls | Quick Guide

    Dietary restrictions? Here’s what to know about university dining halls | Quick Guide


    A dining commons at University of California Davis

    Credit: Gregory Urquiaga / UC Davis

    From curriculum to location, there’s so much to weigh when choosing a college or university. 

    And for high school seniors or prospective transfers who have dietary restrictions — particularly for medical reasons, including food allergies and chronic conditions such as celiac disease — picking a school that can accommodate their dietary needs is critical. 

    Before May 1, the official day to commit, here’s what to ask about dining halls, kitchen access and beyond. 

    Who should I reach out to?

    The availability and range of options vary greatly from campus to campus, and the best way to get information is to ask the right people. 

    Reaching out to and scheduling an appointment with a campus dietitian nutritionist can be the easiest way to understand what options are available in the dining halls, and the extent to which the campus can guarantee safe options. 

    Some campuses have made extensive efforts. But others, like Cal Poly Humboldt and San Francisco State, can’t guarantee that meals can be made without cross-contamination. 

    “We understand how serious food allergies, celiac disease, and religious dietary needs can be, and we take those concerns to heart,” Todd Larsen, senior executive director for enterprise services at Cal Poly Humboldt, told EdSource. “While our kitchens are held to high safety and sanitation standards, they are not fully equipped to eliminate the risk of cross-contamination for individuals with severe dietary restrictions.”

    Sometimes, campuses will also allow you to speak with a chef before a student enrolls; the chef can help answer specific questions about how meals are prepared and what kinds of measures they can take to prevent cross-contamination. 

    It’s also worth reaching out to current students or campus organizations focused on certain dietary needs for their perspective on the availability and safety of foods. This can also be helpful if you’re exploring what kinds of kosher or halal options are available. 

    Beyond dining services, it’s worth speaking with campus housing officials about living arrangements that include access to a kitchen.  

    What options are available at dining halls?

    While dedicated kitchens are rare, many campuses throughout the state try to accommodate those with serious dietary needs — including labeling for top allergens and training for kitchen staff — but their approaches vary. 

    At some campuses, the options are more limited, with students being granted access to a common refrigerator stocked with frozen meals, whose labels students should read carefully before consuming. 

    UCLA, for example, takes such an approach, granting students with celiac disease, wheat allergies or gluten intolerance access to rooms with their own microwave, refrigerator, freezer, toaster and gluten-free meals. 

    Other campuses, like Sacramento State, have a dedicated station at a dining hall that features only allergen-free/friendly options or will allow students to work directly with an individual chef. And some, including UC Davis’s Dietary Support Program, grant students opportunities to order customized meals that are “prepared in a separate area, on separate equipment and by staff who have been trained on the dangers of cross-contact,” according to Emily Ortega, a registered dietitian nutritionist with the UC Davis Dining Services nutrition programs. 

    And if a student isn’t sure if something served in the dining halls is safe, or looks like it could be improperly labeled, it is important to check with the chef and inform the campus nutritionist. 

    Some campuses, like UC Merced, allow students to forgo their dining plan if the university cannot meet their needs. They may use a process that campus spokesperson Alyssa Flores Johansen says “involves multiple conversations, medical certification, and coordination with several campus stakeholders.” 

    What about access to a kitchen?

    In addition to talking with the college or university’s dining program, it’s also important to contact housing to see what accommodations are provided. 

    For example, if a student needs access to an allergen station in a single dining hall, housing officials can sometimes place them in a dorm that’s closer. 

    At some campuses, like Cal State East Bay, all student housing includes a kitchenette. But that’s often not the norm, and housing officials can help explore options that include kitchen access, whether it’s living on the same floor as a communal kitchen where students can cook with their own pots and pans, or being assigned to an on-campus apartment. 

    On a smaller scale, within an individual dorm, it’s sometimes possible to request a separate refrigerator or microwave to help limit cross-contamination. 

    Think beyond the school year

    It’s a good idea to jump on housing accommodations as soon as possible, and make sure a student’s needs will be met at dining halls from their first day of residency. 

    Ask about the hours of any dedicated station, what is provided during orientation, and what options are available during breaks.





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  • Tuskegee University – Edu Alliance Journal

    Tuskegee University – Edu Alliance Journal


    April 14, 2025, by Dean Hoke: This profile of Tuskegee University is the ninth in a series presenting small colleges throughout the United States.

    Background

    Founded in 1881 by educator Booker T. Washington, Tuskegee University is a private historically black university (HBCU) located in Tuskegee, Alabama – about 40 miles east of Montgomery​ . Established initially as the Tuskegee Normal School for training Black teachers, it evolved into Tuskegee Institute and eventually a university known for blending liberal arts, technical, and professional education. The university’s campus, a designated National Historic Site, spans roughly 5,000 acres (including a 450-acre main campus and extensive forestry and research lands)​. Tuskegee is consistently ranked among the top HBCUs nationally (U.S. News #3 in 2023) and is noted for its academic rigor and legacy of producing African American leaders​.

    Curricula

    Tuskegee offers a broad curriculum encompassing over 50 degree programs​. Programs include Engineering, Architecture, Business, Education, and Nursing & Allied Health, as well as a renowned College of Veterinary Medicine​. The university balances a liberal arts foundation with strong STEM and professional programs. Students complete a liberal arts core while pursuing majors in fields like engineering, agriculture, the sciences, business, and the humanities. Tuskegee has introduced distinctive programs that leverage its heritage – for example, it hosts the nation’s only Aerospace Engineering program at an HBCU, and it houses a National Center for Bioethics in Research and Health Care focused on minority health ethics​.

    Experiential learning is integral: from engineering design projects to agricultural research and Cooperative Extension outreach in rural communities, students get hands-on training. Notably, Tuskegee’s veterinary medicine program, founded in 1945, provides crucial clinical experience and has become a top producer of minority veterinarians. Outcomes for graduates are strong in many programs – for example, nursing and allied health majors benefit from clinical partnerships, and engineering students often secure competitive internships. Tuskegee reports in 2022, the four-year graduation rate is 33%, and the six-year graduation rate is 67%​​.

    Strengths

    • Historic Legacy and Mission: Tuskegee’s history is a cornerstone of its identity. It was built on Booker T. Washington’s self-help philosophy and has played a pivotal role in African American education for over a century​.
    • Excellence in STEM, Agriculture, and Veterinary Medicine: The university is a powerhouse in STEM fields. It is the only independent HBCU with four ABET-accredited engineering programs​ and the only HBCU with an Aerospace Science Engineering program​. Its College of Veterinary Medicine has educated over 70% of African American veterinarians in the United States​​.
    • Strong Student Outcomes and Recognition: Tuskegee is recognized for improving social mobility and student success. U.S. News ranks Tuskegee #1 among Southern schools for social mobility and among the top 5 HBCUs nationwide. The university has produced generations of leaders and pioneers, which bolsters its reputation and provides current students with role models and mentors.
    • Community Engagement and Service: As a land-grant institution, Tuskegee is deeply committed to community service and outreach. Through its Cooperative Extension Program and initiatives like the new Center for Rural Health and Economic Equity, the university addresses needs in Alabama’s Black Belt region—from agricultural assistance for local farmers to health equity research for underserved rural populations​​.

    Weaknesses

    • Enrollment Decline: Tuskegee’s Full-Time Equivalent (FTE) enrollment has steadily decreased from 3,276 in 2019 to a low of 2,755 in 2023, with a modest rebound to 2,881 in 2024. This downward trend, though not unique among small institutions, negatively impacts tuition revenue, national rankings, and institutional perception.
    • Infrastructure and Facilities: Numerous campus buildings require modernization. Students and alumni on platforms like UNIGO have expressed concerns about aging dormitories and outdated lab and classroom technology. These issues pose challenges for student recruitment and retention, especially in STEM disciplines. The university acknowledged these concerns in 2024 and stated that actions are underway to address construction delays.
    • Return on Investment (ROI): According to Georgetown University’s Center on Education and the Workforce, Tuskegee’s 40-year ROI for bachelor’s degrees is $1,434,000—well below the national average of $1,744,000 for private institutions. This places Tuskegee in the lower 20th percentile nationally and may raise concerns among prospective students and families weighing the long-term value of a Tuskegee degree.

    Note: Tuskegee does an exceptional job with the students it serves, often outperforming peers in helping students succeed and move up economically. However, its graduates’ average earnings are lower than those of graduates from many other private institutions, which affects ROI rankings. This contrast is common among mission-driven institutions that serve high-need populations and public interest-oriented fields (e.g., education, social work, veterinary medicine), where average salaries tend to be lower despite high societal value.

    Economic Impact

    Tuskegee University is a major economic engine for its region. According to the United Negro College Fund’s (UNCF) 2024 Economic Impact Report, Tuskegee University contributes approximately $237.1 million annually to Alabama’s economy and supports 2,064 jobs statewide through its operations, payroll, student spending, and visitor expenditures. It is one of the largest employers in Macon County, with nearly 1,400 employees on payroll​, and its presence stimulates additional employment in the community (restaurants, shops, services that cater to students and employees).

    Beyond direct spending, as a land-grant institution, it operates Cooperative Extension programs that improve agricultural productivity and entrepreneurship in rural Alabama. The university actively pursues research grants that address local needs. For example, in 2023, Tuskegee received a $2.2 million federal grant to establish a Center for Rural Health and Economic Equity, which will not only improve healthcare outcomes in Black Belt counties but also create research jobs and community health worker positions​.

    Enrollment Trends

    As of Fall 2024, total enrollment (FTE) is 2881 students, including undergraduates, graduate students, and professional students in veterinary medicine​.

    The university has actively recruited beyond Alabama: currently, only 26% of undergraduates are Alabama residents, while 74% come from out-of-state​.

    Degrees Awarded by Major

    In the 2022–23 academic year, Tuskegee University conferred 547 degrees in total (410 bachelor’s, 69 master’s, and 68 doctorates, including professional degrees)​.

    Alumni

    Tuskegee University boasts a vibrant alumni network of tens of thousands of graduates spread across the U.S. and abroad. With nearly 140 years of history, Tuskegee has produced generations of African American professionals and leaders, creating an expansive community often referred to as the “Tuskegee Family.” Alumni remain closely connected to the university and each other.

    Notable Alumni and Figures: Tuskegee’s alumni and associated figures include some of the most influential names in U.S. education, science, military, and culture:

    • Amelia Boynton Robinson (Class of 1927): Pioneering civil rights activist and leader in the voting rights movement. She played a key role in the 1965 Selma to Montgomery marches, inviting Dr. Martin Luther King Jr. to Selma.
    • Gen. Daniel “Chappie” James (Class of 1942): The first African American four-star general in U.S. military history.
    • Lonnie Johnson (Class of 1973): Engineer and inventor, Johnson, a Tuskegee mechanical engineering graduate​, had a distinguished career at the Air Force and NASA before his entrepreneurial success. He holds over 100 patents.
    • Lionel Richie (Class of 1974): Grammy-winning singer, songwriter, and former lead vocalist of the Commodores. Richie, a Tuskegee native, graduated with an economics degree.
    • Keenen Ivory Wayans (Attended from 1977-1980): an American actor, comedian, director, and filmmaker who co-hosted and created the TV comedy Emmy award show In Living Color. An engineering student on scholarship, he left Tuskegee in his senior year to pursue acting.

    Endowment and Financial Standing

    Tuskegee University’s financial foundation is solid but underpins a careful stewardship to meet institutional needs. As of 2024, the university’s endowment is valued at around $161 million.​ It remains smaller than some peer HBCUs. The university still depends heavily on tuition and fees.​ A milestone came in 2020 when philanthropist MacKenzie Scott donated $20 million to Tuskegee – the largest gift in the university’s history​.

    The university’s financial management has earned positive marks. The 2023 Forbes Financial Grades gives Tuskegee a 3.82 GPA and a letter grade of A-.

    Why is Tuskegee Important?

    • Tuskegee University holds a singular place in American higher education and society, with a legacy and ongoing impact that extend far beyond its small-town Alabama campus. Founded in an era of segregation and limited opportunities for Black Americans, Tuskegee became a beacon of self-determination – educating Black teachers, farmers, and craftsmen in its early years and proving that excellence could flourish under the most challenging conditions.
    • Tuskegee’s importance also lies in its academic and professional contributions, particularly in increasing diversity in critical fields. It has been a prolific producer of African American professionals: for example, as noted, the vast majority of Black veterinarians are Tuskegee graduates​, and the university has trained countless Black engineers, nurses, and scientists.
    • Tuskegee University remains a cultural touchstone and symbol of excellence. Tuskegee has also influenced educational models worldwide; notably, its extension work and vocational training approaches were emulated in developing nations (especially in Africa) during the 20th century, spreading the ethos of education for empowerment globally.

    In summary, Tuskegee University is important because it represents the power of education as a force for equality and innovation. It has transformed lives and communities for generations, contributed richly to African American history and American progress, and continues to produce leaders and ideas that shape our world. In American higher education, Tuskegee’s thread is unique and invaluable – an embodiment of resilience, excellence, and the ongoing pursuit of knowledge for the betterment of society.

    Dean Hoke is Managing Partner of Edu Alliance Group, a higher education consultancy, and a Senior Fellow with the Sagamore Institute. He formerly served as President/CEO of the American Association of University Administrators (AAUA). With decades of experience in higher education leadership, consulting, and institutional strategy, he brings a wealth of knowledge on small colleges’ challenges and opportunities. Dean, along with Kent Barnds, is a co-host for the podcast series Small College America. 



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  • Washington and Lee University – Edu Alliance Journal

    Washington and Lee University – Edu Alliance Journal


    April 7, 2025, by Dean Hoke: This profile of Washington and Lee University is the eighth in a series presenting small colleges throughout the United States.

    Background

    Founded in 1749, Washington and Lee University (W&L) is a private liberal arts college located in Lexington, Virginia. With a 325-acre campus in the Shenandoah Valley, W&L is the ninth-oldest college in the U.S. Originally Augusta Academy, it became Washington College after George Washington’s 1796 gift. It later took on its current name in honor of Robert E. Lee, who served as president following the Civil War. The school became coeducational in 1985 and is consistently ranked among the top liberal arts colleges nationally. The President of Washington and Lee since 2017 is William (Will) Dudley.

    W&L enrolls approximately 1,900 undergraduates and 375 law students. The university boasts an 8:1 student-faculty ratio and an average class size of 15. The university is renowned for its rigorous academics, a single-sanction honor system, and a strong emphasis on ethical leadership and community.

    Curricula

    W&L offers 36 majors and 41 minors across disciplines such as the humanities, sciences, arts, business, journalism, and engineering. It’s the only leading liberal arts college with accredited undergraduate programs in business and journalism. Students can pursue either a B.A. or B.S. degree and are encouraged to pursue interdisciplinary interests. Popular majors include Business Administration, Economics, Political Science, and interdisciplinary areas such as Environmental Studies and Poverty Studies. Signature programs include the Shepherd Program for the Interdisciplinary Study of Poverty and Human Capability, combining classroom learning with community engagement on social justice issues. Over 60% of undergraduates study abroad, and a significant number participate in internships and research, often supported by university grants.

    Strengths

    • Exceptional Outcomes and Opportunities: W&L’s four-year graduation rate is about 92%, and over 93% of graduates secure employment or enter graduate school within six months of graduation​. They are a top producer of Fulbright scholars and other fellowship winners, reflecting the high caliber of their students and the support they receive in pursuing global opportunities​.
    • Academic Excellence: W&L consistently ranks among the top liberal arts schools in the United States. It has been ranked #9 by US News and World Report in Best Small Colleges in America and #9 for best liberal arts colleges. The school consistently ranks among the top producers of Fulbright and other prestigious fellowships.
    • Experiential Learning: The unique Spring Term and emphasis on study abroad (60%+ participation) offer high-impact, immersive educational experiences. Programs like the Shepherd Poverty Program and community-based internships promote civic learning.
    • Financial Strength: With a $2 billion endowment (roughly $900,000 per student), W&L offers strong financial aid and has a need-blind admissions policy for most domestic and international applicants.

    Weaknesses

    • Exclusivity: W&L has historically attracted a particular student demographic and features a social scene dominated by Greek life, which presents challenges in broadening campus culture. Approximately 75% of undergraduates join fraternities or sororities—one of the highest Greek participation rates in the nation​. This deep-rooted Greek presence contributes to close social bonds and robust alumni networks. Still, it can also create a perception of social exclusivity for Students who do not participate in Greek life.
    • Historical Legacy and Diversity Challenges: W&L grapples with aspects of its historic legacy that pose modern challenges. The institution’s very name honors Robert E. Lee, and debates have occurred over whether to rename the university, given Lee’s ties to the Confederacy and slavery​. In 2020, campus discussions on this issue drew national attention and revealed divisions among stakeholders​. The cultural transition – shedding outdated perceptions and ensuring that students from all backgrounds feel fully welcome – remains an ongoing challenge for Washington and Lee.

    Economic Impact

    W&L is not only an academic institution but also a major economic engine for Lexington and the surrounding Shenandoah Valley. In addition to educating students, W&L significantly boosts the local economy through employment, spending, and partnerships. The university is one of the largest employers in the region, with roughly 870 faculty and staff​. A comprehensive economic impact study in 2010 found that W&L was responsible for over $225 million in economic activity in the region in a single year.

    Enrollment Trends

    As of Fall 2024, Washington and Lee’s total undergraduate enrollment stands at 1,866 undergraduate students, with an additional 355 students in the law school​. Over the past decade, undergraduate enrollment has remained stable.

    The undergraduate acceptance rate has declined from 24% to 14% over the past five years, reflecting increased selectivity. The gender balance has also shifted to slightly favor women (51%). The university maintains a first-year retention rate of 96-98% and six-year graduation rates remain steady between 93% and 95%, reflecting a high level of student satisfaction and institutional support.

    Degrees Awarded by Major

    In the Class of 2020 -21, W&L conferred degrees across a wide spectrum of majors. Below is a breakdown by number of degrees awarded that year:

    Return of Investment

    According to the Georgetown University Center on Education and the Workforce’s study, Ranking 4,600 Colleges by ROI (2025), W&L offers a strong return on investment. In this study, ROI is calculated as the difference between a graduate’s cumulative earnings over time and the total out-of-pocket cost of attending college, which refers to the net cost after accounting for grants and scholarships.

    For students earning a bachelor’s degree, W&L’s median ROI significantly exceeds the average for private nonprofit colleges, both in the short and long term.

    Source: Georgetown University Center on Education and the Workforce, analysis of U.S. Department of Education College Scorecard data, 2009–2022.

    Alumni

    W&L boasts a vibrant alumni network that is both tightly knit and far-reaching. There are over 25,000 living W&L alumni worldwide, spread across all 50 states and dozens of countries. Alumni often refer to themselves as “Generals” (after the school’s athletic moniker) and maintain strong ties to the institution long after graduation.

    Notable Alumni: W&L’s alumni list includes prominent figures in law, government, business, journalism, literature, and the arts:

    • Lewis F. Powell Jr. (Class of 1929; Law 1931): Was a U.S. Supreme Court Justice (served 1972–1987)​ . Justice Powell was one of three Supreme Court justices who attended Washington and Lee.
    • Tom Wolfe (Class of 1951): Best-selling author and journalist, pioneer of the “New Journalism” movement​. Wolfe wrote influential works like The Right Stuff and The Bonfire of the Vanities, and is an icon in American literature.
    • Roger Mudd (Class of 1950): Emmy Award-winning broadcast journalist​. Mudd was a longtime CBS News correspondent and anchor known for his work on CBS Evening News and documentaries.
    • Joseph L. Goldstein (Class of 1962): Awarded the Nobel Prize in Physiology or Medicine for his research in cholesterol metabolism.
    • Warren A. Stephens (Class of 1979): Chairman, president, and CEO of Stephens Inc., President Donald Trump nominated him to serve as the United States ambassador to the United Kingdom.
    • Rob Ashford (Class of 1982): A renowned choreographer and director, Ashford is an eight-time Tony Award nominee (winning one), a five-time Olivier Award nominee,  and an Emmy Award winner. 
    • Linda Klein (Class of 1983): American Lawyer and past president of the American Bar Association.

    Endowment and Financial Standing

    W&L’s financial foundation is exceptionally strong for a liberal arts institution of its size. As of 2024, W&L’s endowment is nearly $2.0 billion​, placing it among the top liberal arts college endowments in the nation (and even comparable to some mid-sized research universities).

    In a typical year, endowment earnings contribute roughly 40-50% of the university’s operating budget. The 2023 analysis by Forbes rated W&L a solid “B+” in financial health (score of about 3.34 out of 4.5)​

    Why is Washington & Lee Important?

    • Academic Excellence & Ethical Leadership:
      W&L exemplifies a liberal arts education that blends intellectual rigor with character development. Its Honor System promotes integrity and responsibility, shaping graduates who lead with both intellect and ethics.
    • Graduate Success & Influence:
      With 93% of graduates employed or in grad school within six months, W&L delivers top-tier outcomes. Alumni go on to excel in law, government, business, journalism, medicine, and the arts—many serving as civic leaders, mentors, and public servants.
    • Economic & Cultural Impact:
      Though small, W&L plays a major role in the Shenandoah Valley. It creates jobs, draws thousands of visitors annually, and enriches the area culturally with events, lectures, and museums. Its partnership with the local community strengthens regional vitality.
    • Access & Forward-Thinking Values:
      W&L’s need-blind admissions and robust financial aid reflect its commitment to affordability and inclusivity. It ranks highly for free speech and integrates modern disciplines like data science and entrepreneurship into a classic liberal arts framework, demonstrating how tradition and innovation can thrive together.

    With its blend of tradition and innovation, W&L continues to influence American higher education. It upholds the time-honored virtues of a liberal arts college—close mentoring, a broad education, honor, and civility—while evolving to meet contemporary challenges by opening doors to more students and engaging with real-world issues. W&L remains a cornerstone institution among small colleges, illustrating the enduring importance of the liberal arts model in shaping thoughtful, responsible citizens.

    Dean Hoke is Managing Partner of Edu Alliance Group, a higher education consultancy, and a Senior Fellow with the Sagamore Institute. He formerly served as President/CEO of the American Association of University Administrators (AAUA). With decades of experience in higher education leadership, consulting, and institutional strategy, he brings a wealth of knowledge on small colleges’ challenges and opportunities. Dean, along with Kent Barnds, is a co-host for the podcast series Small College America. 



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  • University of California to no longer require diversity statements in faculty hiring

    University of California to no longer require diversity statements in faculty hiring


    The campus of UCLA

    Michael Burke/EdSource

    This story was updated at 3:15 p.m. with additional reactions.

    The University of California will no longer require diversity statements for faculty applicants, university leaders announced. The change comes as the Trump administration has threatened to withhold funding from universities that have programs or initiatives related to diversity, equity and inclusion.

    Many UC academic departments and programs for years have required applicants seeking faculty positions to describe how they have or would contribute to campus diversity, such as racial diversity. But the system’s board of regents has directed UC President Michael Drake to “ensure that diversity statements are no longer required” for new applicants, Provost Katherine Newman wrote in a letter Wednesday to campus provosts.

    “The requirement to submit a diversity statement may lead applicants to focus on an aspect of their candidacy that is outside their expertise or prior experience,” Newman said. She added that UC “can continue to effectively serve communities from a variety of life experiences, backgrounds, and points of view without requiring diversity statements.”

    The letter did not explicitly mention the Trump administration. But at an emergency meeting earlier this week of the university’s systemwide Academic Council, Drake told faculty the change was being made and said UC “needed to show signs it was listening to the Trump administration,” according to Sean Malloy, an associate professor of history at UC Merced who sits on the council and was present for Drake’s presentation.

    Malloy, in an interview, called the decision cowardly and naive. “It is a catastrophic misreading of the current political dynamic,” he said. “We are dealing with people who want to punish political enemies. And the University of California is a political enemy. Offering concessions, particularly unasked-for concessions, only invites further repression.”

    Proposition 209, a 1996 ballot measure, bans California’s public colleges from giving preferential treatment based on race, sex or ethnicity, including in employment decisions. But the diversity statements, which have existed for years, were not believed to violate that law.

    The statements are typically up to two pages and allow an applicant to describe their track record of advancing various types of diversity — such as race, gender or sexual orientation — or how they expect their work would promote diversity. UC was considered a leader in the practice, with supporters saying the statements were helpful in understanding how prospective faculty would contribute to campuses and diverse student bodies.

    The use of diversity statements also faced criticism, with opponents often arguing that they served as an unfair political test of applicants. Other prominent universities, including Harvard and the University of Michigan, have also recently stopped requiring the statements.

    The Trump administration last week opened investigations into more than 50 colleges nationwide, including UC Berkeley, and accused them of running programs that discriminate against white and Asian students. Trump has separately threatened to withhold funding from Berkeley and three other UC campuses — Davis, San Diego and Santa Barbara — if his administration deems they aren’t doing enough to protect Jewish students. 

    Citing the threats of federal funding cuts, UC earlier on Wednesday announced it is implementing a hiring freeze across its campuses, hospitals and health professional schools. 

    In a separate statement Wednesday, the chair of UC’s board of regents, Janet Reilly, maintained that UC’s “values and commitment to our mission have not changed” despite no longer requiring diversity statements. She said UC would “continue to embrace and celebrate Californians from a variety of life experiences, backgrounds, and points of view.”

    Even though standalone diversity statements won’t be permitted, faculty applicants can choose to refer to accomplishments related to diversity “in other parts of an application or during interviews and discussions,” Newman said in her letter. Hiring committees can then “consider these contributions alongside the applicants’ other qualifications,” she added.

    The move to no longer require those statements “was the wrong decision at the wrong time and sends the wrong message to students and families,” said Jessie Ryan, the president of the Campaign for College Opportunity, a nonprofit organization that has advocated for more diversity among faculty and students. 

    The campaign has previously published studies highlighting the disparities in the racial demographics of students at California’s public universities compared with the racial makeup of faculty. The 2024 report found that 60% of UC’s tenure-track faculty are white, but only 19% of UC’s undergraduates are white. 

    Having a diverse faculty encourages more students to stay in school and succeed, Ryan said.

    “When you take away a statement that centers diversity and offer nothing as a replacement, it sends a message to students that we are walking away from this work,” she said.





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  • As University of California searches for new president, Trump’s policies make the position more difficult

    As University of California searches for new president, Trump’s policies make the position more difficult


    University of California presidents since 2008.

    The presidency of the University of California has long been considered one of the more challenging positions in American higher education. It requires overseeing nearly 300,000 students, 10 campuses, $8 billion a year of premier research, six medical centers and three federally funded national energy laboratories.

    Now, UC’s board of regents is looking for the next person to fill the role and replace President Michael V. Drake, who plans to step down at the end of the academic year. But in the months since the search began, the job has only grown more complicated and pressured as a result of Donald Trump’s election and his policies affecting funding, racial diversity, student protests and many other aspects of higher education.

    “I think the university is dealing with more significant challenges all at the same time than they probably have in the last 50 years, 60 years,” said John Pérez, the former state Assembly speaker who served on the university’s board of regents for a decade, including a stint as chair, before stepping down last year. “My friends on the regents have a difficult task to find the person to lead through this moment.”

    The U.S. Department of Justice is currently investigating, among other things, allegations of discriminatory admissions practices and complaints of antisemitism at several UC campuses.

    The federal threats are on top of issues that existed even before Trump took office, such as the likelihood of a nearly $400 million cut or 8% to UC’s state funding this year. Even with that probable budget reduction, the next president will be expected to increase graduation rates — especially among Black and Latino students — and to keep enrolling more California residents.

    And there are the perennial questions of how to deal with the many and sometimes conflicting constituencies within the state and university, including the state’s governor and legislators, faculty, alumni, student leaders, labor unions, political activists and parents.

    “We need a UC president that can be ready to advocate and fight back on any reduction of potential federal funds, and then also be ready to figure out what to do in case we do incur those losses,” said Assemblymember Mike Fong, D-Alhambra, who is chair of the Assembly’s Higher Education Committee. He said some legislators have floated the idea of another tuition hike for out-of-state students.

    University presidential searches often raise the questions of whether to get someone from inside the university or someone with fresh, outside experience, and whether to hire someone with experience in academia or from another background, such as in business, government or philanthropy. UC has tried different routes in its most recent presidential hirings. 

    It’s unlikely that the next president will have every desirable skill and experience, said Hironao Okahana, a vice president at the American Council on Education, a national organization that lobbies on behalf of universities. 

    What’s most important, he said, is that the president be prepared for a constantly evolving job. He noted that in the past five years, college leaders have had to navigate a pandemic, a racial reckoning following the murder of George Floyd and now the many federal threats. “Higher education leadership is never static, especially for a place like the University of California,” he said.

    The search for the next president was launched last summer after Drake announced he would step down. Drake, who earns a base salary of $1.3 million after getting a raise last year, entered the job in 2020 and had to deal with many of the issues arising from the pandemic, including a temporary switch to online classes.

    The university’s website for the search says the regents are seeking “an individual who is an outstanding leader and a respected scholar who has successfully demonstrated these abilities in a major complex organization.”

    At the most recent regents meeting last month, board chair Janet Reilly said the special regents committee in charge of finding the next president “has been working diligently” but did not say when the search would finish. The committee’s work is being tightly held: It has met only in closed session and has not released the names of any potential finalists. 

    UC also hosted three town hall meetings in January to gather public feedback. Assisting with the process is SP&A Executive Search, a national search firm specializing in higher education and nonprofit sectors.

    Drake’s final months on the job have been marked by policies and actions responding to the Trump administration, a reality with no end in sight.

    Last month, his office announced UC would no longer require faculty job applicants to submit statements about how they would promote diversity. That move came after the Trump administration threatened to withhold funding from universities with programs related to diversity, equity and inclusion. Earlier that same day, Drake announced a systemwide hiring freeze in anticipation of those potential funding cuts. 

    In February, UC also filed a declaration of support when California and 21 other states sued the Trump administration over billions in proposed National Institutes of Health (NIH) funding cuts. The judge in the case has temporarily blocked the Trump administration from making those reductions. 

    UC gets about $6 billion annually in federal funds for research and other program supports, with NIH being the top source. Cuts to that funding would be felt across the immense system, which comprises nine undergraduate campuses and one graduate-only campus, UC San Francisco. All 10 campuses have R1 status from the Carnegie Classification of Institutions of Higher Education, the highest tier for research universities.

    Also potentially at risk if the White House and Congress decide to pursue deeper, broader cuts is the $8 billion in Medicare and Medicaid that UC receives for patient care at the medical centers at its Davis, Irvine, Los Angeles, Riverside, San Diego and San Francisco campuses. So far, Trump says he will not reduce those.

    UC’s next president could be squeezed from two sides: trying to preserve federal funds while also facing pressure from students and faculty not to succumb to any potential demands from Trump. Last month, Columbia University agreed to change its protest policies, security practices and Middle Eastern studies department to keep $400 million that the Trump administration threatened to cut.

    Students are “extremely concerned” that a similar scenario could play out at UC, said Aditi Hariharan, a fourth-year student at UC Davis and president of the systemwide UC Student Association. The U.S. Department of Education is investigating UC’s Berkeley, Davis, San Diego and Santa Barbara campuses for possible Title VI violations “relating to antisemitic harassment and discrimination.” Separately, the Department of Justice is investigating Berkeley, UCLA and UC Irvine for potentially considering race in admissions, which UC has denied doing. 

    Hariharan said she was disappointed to see UC stop requiring diversity statements, which she viewed as a concession to Trump. 

    “I’m hoping to see the next UC president push back stronger,” she said. 

    To navigate the many federal complications, UC might consider hiring someone with government experience this time, said Adrianna Kezar, director of the University of Southern California’s Pullias Center of Higher Education. 

    She pointed to Janet Napolitano, who was UC’s president from 2013 to 2020 and took the job after stints as the U.S. secretary of homeland security and governor of Arizona.

    “Someone like that will understand how to navigate all the executive orders, how to navigate shifts in the agencies,” Kezar said. “Over the next four years, this is going to be a landscape where, if you lack that kind of experience, I think it’s going to be really challenging.”

    It would also help if the next president has philanthropic acumen, Kezar added. If UC loses significant federal dollars, the university will need to look for new funding sources, she said. 

    Napolitano was succeeded by Drake, who had a much more traditional academic background. He served as president of Ohio State University and, before that, was UC’s vice president for health affairs and later chancellor of UC Irvine. Napolitano’s predecessor, Mark Yudof, also had an academic background. Before serving as UC’s president from 2008 to 2013, he was the dean of the University of Texas at Austin’s law school, president of the University of Minnesota and chancellor of the University of Texas system. 

    Pérez, the former regent who chaired the board when Drake was hired, said he’d prefer UC to hire another president who has headed a large public research university, especially if they have experience overseeing academic medical centers. 

    Despite the many threats and challenges UC faces, Pérez added that he’s confident “in the strength of the institution to weather these storms.”

    “But having the right leader means that we will weather the storms more easily and that folks will have confidence that we won’t lose sight of all that’s essential in the university,” he said.





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