Eric Weinstein says that in academia everyone wants to talk about “diversity and inclusion” but they can’t talk about the lost “Elon Musks”.
Weinstein says they should name a wing after Aaron Swartz (and Carol .. )
The promise of college in America is the promise of a clear path to the future, of a reward for all the sleep deprivation and soul-deadening competition of high school, and, most of all, of instant adulthood. This is a stunningly resilient myth. It survived the financial crisis of 2007-08. It persisted even as more and more young people moved home after graduation and never left, because they couldn’t afford to. It has continued to beckon teen-agers even as student debt came to dominate the lives of their older siblings and parents. Every year, more people have competed for spots in colleges and universities, waiting for letters that promised a steady route: arrival at a Disney-Gothic castle; eight semesters, one of them abroad; two or three summer internships; a festive launch of a lucrative, or at least secure, career. They waited, too, for the elaborate succession of celebratory events that precedes college: senior prank, senior skip day, prom, yearbook, graduation, and more. As of April, 2020, none of that is happening: not the celebrations; not, for many, the college; and, most important, not the adulthood—at least not as they imagined it.
As a professor, I see my students on Zoom now, in class or during what now passes for office hours. They are usually sitting on their beds, in their childhood bedrooms or in their dorm rooms on mostly deserted campuses. I know why some of them couldn’t go home: a parent has had a transplant; a sibling has cystic fibrosis; the family kicked them out for coming out as gay. I know some of their worries: a student has been sick with covid-19; another student was living off campus and working full time but has now been laid off; a student stayed at the college while two family members were ill; most summer internships and study programs have been cancelled (and some universities are talking about an online-only fall semester). As a parent, I am sharing a house with one college student and one rising freshman, neither of whom planned to be living with me this spring. As a journalist, in recent weeks I have talked to more than a dozen young people whose future and present have been swallowed up in the fog of the pandemic.
Saminah Haddad, a seventeen-year-old senior at Long Beach Polytechnic High School, wasn’t expecting her college offers until later in the spring: she runs track, and recruiters look at the spring season, she told me over Zoom. This year, there will be no spring season, which for Haddad means no four-year college. She is considering Long Beach City College, which is free for state residents. She also lost her job at an amusement park. All of the senior-year milestones that Haddad had been looking forward to have been cancelled: prom, graduation, and an event called the “Pursuit of Excellence Awards,” where she would have been recognized for perfect attendance. She doesn’t yet know if she’ll still be working this summer for her father, who was about to open a juice bar in Brooklyn.
In the meantime, Haddad’s school is offering some online instruction, but in her case the course load has dropped to just two classes: A.P. Literature, which meets virtually, and a government class, which consists of written assignments that she receives by e-mail. Her other classes, which were electives, “aren’t really doing anything,” she said. Haddad is planning to take her A.P. exam, though she finds it hard to imagine what the forty-five-minute, cell-phone-friendly version of the test will be like. No one knows how prospective colleges will view it, either.
“Online classes are boring,” she said. The descriptor she used perhaps most often in our conversation, in fact, was “boring.” Life has been drained of content, and the plot is lost. She texts with friends. She argues with her mom and stepdad a lot. “It’s bringing us closer together,” she half joked. “But it’s O.K.”
E.,an eighteen-year-old Barnard freshman, is scared, not bored. E., who is nonbinary and isn’t out to their parents, was adopted at age ten, along with their two siblings; their biological mother had abandoned them, and their biological father was struggling with addiction. At first, Barnard was everything E. needed: a beautiful campus, a sense of community, counselling services, and, through the office of disability services, the academic accommodations that E. needed.
E. went home for winter break but decided to come back early because, they told me over Zoom, their parents were being emotionally abusive. A complicated bureaucratic procedure awaits any Barnard student who attempts to return to their dorm when school is out of session, so E. stayed with an alumna in Brooklyn until the spring semester began. In March, when Columbia, which is affiliated with and adjacent to Barnard, abruptly closed its campus after identifying a member of the community who had been exposed to the coronavirus, E. didn’t ask to stay on campus and never considered going to their parents’ home. Even though E. is financing their education through loans—E.’s parents have no real relationship, financial or otherwise, with the school—e-mail messages about the end of in-person classes and the closure of campus went to all students’ parents. “We are trying to get away from our parents, but, unfortunately, the college system doesn’t really allow dependency overrides,” E. told me. “If your parents make a hundred and fifty thousand dollars a year but they are not willing to help you pay for college, there isn’t a lot of sensitivity to that.” E.’s parents wanted to know why E. wasn’t coming home, and E. couldn’t really explain to them that college was supposed to be E.’s way to escape, once and for all, their parents’ homophobic comments and the constant blare of Fox News. “I’d been trying to go to a college far enough away that they wouldn’t visit me,” E. said.
E. has a rent-free place to stay, with a lesbian activist in Harlem, until summer. E. is applying for internships and trying to raise money to rent their own apartment; another summer option they considered was to stay with their biological father, who, E. said, is now clean and sober. Concentrating on coursework, meanwhile, is difficult. All of E.’s four classes are now on Zoom, with additional assignments and recorded lectures. E. hasn’t been able to finish many assignments. “I’m really trying to stay afloat this semester,” E. said, and so are their classmates. “I know a lot of people are having trouble focussing.” E. finally scheduled a Zoom meeting with disability services, more than a month after in-person classes ended and less than a month before the end of the semester.
Many colleges have set up a petitioning process to allow certain students to remain on campus during the shutdown: international students, students who have health conditions or whose family members have health conditions that preclude their travelling home, and students whose home situations are precarious or unsafe. Exemptions are not usually granted to students who ask to stay because they have a job near campus. Cassidy Shannon, a nineteen-year-old sophomore at Emmanuel College in Boston, had a job at a burger joint that synced well with her class schedule. Now she is at her mother’s house in Westborough, Massachusetts, working as a server at a retirement home. “This retirement home is really fancy,” she explained to me over Zoom. Residents used to take their meals in a dining hall, served by high-school students; once the pandemic took hold, the old staff “had to stop because their parents didn’t want them working there,” Shannon said. Now she is one of just three or four young people who deliver meals to the residents’ rooms. Shannon’s mother, a preschool teacher, is also still working— providing child-care services to first responders—and her seventeen-year-old sister, a high-school junior, has kept her job at Chick-fil-A.
Two of Shannon’s classes are now given as pre-recorded lectures, available online, but the other two meet by Zoom at six in the evening, which means that she can’t take as many shifts at the retirement home as she needs to. She is financing her education through student loans: she borrowed twenty-two thousand dollars for her first year and thirteen thousand dollars for her second, when her financial assistance was increased as a reward for good grades. “I’m such an in-person learner,” she said. “I’m paying all this money for something that isn’t the same.”
It’s unclear what Shannon, other students, and their parents are actually paying for. Put another way, what exactly is a four-year college? “It’s a hedge fund that teaches classes as a tax dodge,” one Twitter user posted, after Harvard announced, in mid-April, that it was cutting salaries and other expenses, despite its endowment, which reached more than forty billion dollars in 2019. “And they’re barely even doing the ‘teaches classes’ part anymore now.”
Of course, most smaller colleges have modest endowments, or barely any endowments at all, and depend on income from tuition and student fees to keep going from year to year. Room and board fees make up a large and growing portion of college investments and income. Emmanuel College, where Shannon studies, recently unveiled an eighteen-story residence hall that cost a hundred and forty million dollars to build, or roughly the equivalent of the college’s entire endowment. Most colleges, including those that used to be known as commuter schools, such as Manhattan School of Music, in New York City, now require freshmen and, often, sophomores to live on campus, even if their families live nearby. Colleges might be called landlords of sorts, except that dormitory tenants don’t have leases and can be evicted at will. It might be more accurate to say that colleges are in the hospitality and catering business, except that a hotel that kicked you out of your room or a restaurant that cancelled your reservation would be expected to refund the entirety of your payment. Some colleges have refunded the room and board fees for the unused portion of the semester, others are refunding a portion of that portion, and still others have not yet committed to refunding any money.
Most faculty, students, and administrators don’t actually think of colleges as hedge funds or hoteliers; they think, rather, that colleges charge students for teaching them. Before the coronavirus pandemic, professors would grouse that their students acted like customers who expected faculty to provide services. But it’s impossible to argue that online instruction, even when exceptionally well-executed, delivers the same quality of education as in-person teaching. I’ve been lucky: all of my students have high-speed Internet access, I have relatively small classes, and my students had a chance to get to know one another during the first six weeks of the semester. (Some of my friends who teach on different timetables met their students for the first time online.) I have done my best to compensate for what students have lost: learning by discussion, by engaging with one another and with me in ways that simply cannot be replicated online. Still, they are certainly not learning as much as they would be in person.
Students at some universities have started organizing to demand tuition refunds, and some have sued, arguing that online classes aren’t what they paid for. In an extraordinary step, Southern New Hampshire University has announced full-tuition scholarships for incoming freshmen—but not for returning students—and a sixty-one per cent tuition cut starting in 2021. Most colleges will not take such drastic steps, and many simply cannot afford to without overhauling their entire model. With worries about fall enrollment and a growing understanding that the fall semester, if it happens at all, will likely be taught at least partly online, colleges will have to argue that what they are delivering onscreen is worth as much as what students would have received in the classroom. This, in turn, may force a conversation about what the colleges are actually selling. Although the service they provide is education, the product for which they charge is the college degree—the piece of paper that promises a student will earn eighty-four per cent more in their lifetime than if they had only a high-school diploma. This and similar statistics are what allow so many college students to think of their loans not as astronomical debts but as investments in their future. Now that future is changing in ways none of us can really apprehend.
Those who are graduating this year face the worst job market in nearly a century and, by the time they graduate, possibly the worst job market in recorded history. Emilia Decaudin, a twenty-one-year-old senior at cuny’s Macaulay Honors College and the youngest-ever member of the Democratic State Committee of New York, told me that she had planned to start looking for work at a nonprofit this month. But nonprofits aren’t hiring, she said over Zoom, “and even if one was, what’s the point of finding a job that’s likely not to exist by summer?”
Cameron Wright, a twenty-two-year-old senior at Yale, is the rare college student whose employment plans appear to be on track. He is scheduled to begin working as a legal researcher at a tech company in New York this summer; he was planning to spend a year there before going to law school. But the prospect of actually moving to New York has gone from daunting to incomprehensible. For now, Wright is still in New Haven, one of eleven people who remain in his dorm, out of the usual three hundred. He rarely catches sight of any of the others. Twice a day he goes to the single dining hall that remains open on campus, but only to pick up grab-and-go meals. Wright’s home is in rural Kentucky, with his mother, who has a history of pulmonary illness. “I just couldn’t stand the thought of something happening to my mother,” he told me. For a while, he considered renting a car and driving to Kentucky, but he couldn’t find a place where he could self-quarantine before seeing his mother.
“I’m thinking a lot about the unreliability of things,” Wright told me on the phone the first time we spoke. His father, a state-government employee, died when Wright was ten. After his death, Wright’s mother went back to work as a substitute teacher. “I didn’t necessarily fit in at home in Kentucky,” Wright said in an e-mail, “and I did not want to follow the traditional path of graduating high school, attending an in-state public school, and then moving back home.” A combination of his mother’s support, a few good teachers, and, as Wright put it, “the chance nature of college admissions” got him to Yale with a full-tuition financial-aid package. A job as a residential adviser to freshmen paid for his room and board this year, and, in the second half of March and early April, Wright was spending much of his time trying to clarify Yale’s temporary grading policies for his advisees. Some colleges have eliminated letter grades entirely this spring, switching all courses to a pass-fail system. Others have given students the choice between letter grades and pass-fail grades; meanwhile, some graduate schools, like Harvard Medical School, were warning prospective applicants that pass-fail grades would be viewed neutrally only from colleges that instituted a temporary universal pass-fail system. (Yale made pass-fail optional at first, and Wright and other students lobbied successfully to make the policy universal.)
Wright was finishing his senior thesis, on the Soviet dissident Raisa Orlova. “It’s really hard to think about history when you are living through it,” he told me. He was trying to find a connection to his academic work by thinking about loneliness. Might the loneliness imposed by the pandemic help him understand the loneliness of someone who dared to think differently in a totalitarian society?
When we e-mailed a week and a half later, Wright had completed his thesis and had received his passing grade for the spring. He was still on campus but thinking of relocating to a friend’s empty apartment. I asked Wright if he was still planning to go to law school. “One of the things the pandemic offers is the cruelest reminder that anything is possible,” he e-mailed in response. He wrote:
He went on to say that he would try to write more, perhaps try to publish. “I want my work to be incessant in reminding others of our own precarity,” he wrote. And then, he said, he would probably go to law school.
Years ago, Occidental College opted not to use admissions to chase money. The decision came with a cost.
One day in 2012, an admissions director at Occidental College got a surprising email. William “Rick” Singer proposed that the school reconsider an application from an academically challenged daughter of a wealthy family.
He wanted the school to overturn her rejection, and he suggested the parents would give the school money above and beyond tuition.
“Are you kidding?” an incredulous Mr. Singer wrote about her not being admitted. “We can create a win-win for both of us.”
Vince Cuseo, the admissions official at the small California liberal-arts school, gave a simple response: No.
Mr. Singer, the admitted mastermind of what federal prosecutors have called the largest admissions-cheating scandal in the country, had reason to be hopeful. He had made inroads into brand-name colleges and universities around the country scores of times, exploiting higher education’s focus on
Mr. Singer’s illegal operation has spawned criminal charges against 52 people, 29 of whom have pleaded guilty or plan to. It has also further highlighted the role of money in admissions, and the often wide gulf between high ideals of meritocracy and mercenary business practices.
Occidental, a small, private liberal-arts college in Los Angeles, has charted a different path. Two generations ago, it opted out of the chase for well-heeled students and put its money into scholarships for less well-off minorities.
Those decisions, however, have come at a cost. Occidental’s $434 million endowment is roughly $70 million smaller than what it might have been had the school prioritized prestige and wealth, according to Amos Himmelstein, the school’s vice president for planning and finance. While the school boasts beautiful beaux arts architecture and is building a new aquatic center, the infrastructure hasn’t kept up with improvements made by its peers, he says.
The question, Mr. Cuseo says, is at what price “are you willing to sell your soul”?
The once-booming age-old business model of higher education faces tremendous pressure due to demographic changes, disruptive technology and the tightest labor market in half a century.
As a result, colleges and universities face rising incentives to cut corners or outright lie to boost rankings. They are also under pressure to use legal backdoor strategies to attract affluent students and donations to boost bottom lines.
Mr. Singer exploited these forces to create what he called his side door strategy, in which he bribed college coaches to tag clients’ children as walk-on athletes even though they didn’t play the sport. He also rigged SAT and ACT scores.
Occidental has largely resisted these temptations. A turning point for the school came in the 1980s, as Los Angeles transformed into one of the nation’s most diverse cities. Occidental trustees, many local business owners themselves, felt there weren’t enough educated minorities to fill jobs. Occidental reworked its curriculum and enrollment practices to draw more black and Latino students, said Eric Newhall, a retired Occidental English professor who headed the school’s faculty council at the time.
The school emerged as one of the nation’s most racially and socioeconomically integrated private schools, long before many universities were prioritizing diversity.
One concern across the school quickly arose: If it turned away wealthy white students, who would pay the bills? The question divided the school, said Mary Weismantel, a young professor at Occidental in the 1980s who now teaches at Northwestern University.
Today, Occidental is 49% nonwhite and attracts fewer wealthy students than the vast majority of its peers. It also boasts one of the highest percentage of poor and working-class students receiving Pell Grants and has one of the highest rates of economic mobility of its peers, according to Harvard economist Raj Chetty and Occidental.
But financial stress has followed. In 1995 Occidental’s endowment ranked 120th in the nation. By last year it was 208th.
The school has lost ground partly because of its commitment to enroll poor and working-class students who need grants. Occidental’s need-blind enrollment program climbed from 11% of the budget in the mid-1980s to 24% by 1993. That December, then-President John Slaughter said the increase in financial spending “has escaped the boundaries of reasonableness,” according to an alumni publication.
The school eventually had to dip into its endowment to pay the bills. And today, while it maintains a strong reputation and a middling $434 million endowment, it still faces underlying fiscal issues. In September, Moody’s Investors Service revised the outlook on Occidental’s $84 million in debt outstanding to negative from stable, citing the school’s “commitment to affordability” and lagging fundraising.
These headwinds mean dormitories are cramped and nearly half are without air conditioning. The steel lawn-irrigation system installed in the 1930s is thoroughly rusted out. The campus is pretty and tranquil, but amenities pale when compared with those offered elsewhere: lazy rivers, palatial fitness centers, climbing gyms, high-tech libraries and swanky apartment-style dorms.
“Does that influence incoming freshman? I think it does,” said one prominent alumni, who has been active in fundraising. “The sad reality is that colleges that have leveraged white wealthy students have really prospered.”
Unlike other schools, it doesn’t heavily prioritize athletes or legacies in admissions.
Occidental fields 21 varsity teams but offers little credit in the admissions process for athletic prowess, according to school officials. The idea isn’t to be the best but to stay competitive, said Mr. Cuseo, now the vice president for enrollment and dean of admissions. In 2017 the school had to cancel the last four games of the football season because there weren’t enough healthy players. The team has since rebuilt.
In September, a study analyzing admission data at Harvard showed 43% of white students are either athletes, legacies or were children of donors or faculty. A similar count at Occidental was 18%, school spokesman Jim Tranquada said.
Occidental also resists gaming the rankings. Perhaps the most widespread strategy to manufacture an appearance of selectivity is lowering the bar for applicants in order to attract more. That generates more rejections, making a school appear more selective. Occidental hasn’t done this.
“There are a lot of things you can do that are pretty simple, and I’ve been in faculty meetings where it’s been discussed,” said Occidental Professor John McCormack. “But it’s just not who we are.”
In 2004, Mr. Singer assembled an advisory board for his then company CollegeSource, which at the time had a legitimate division. The board included five prominent higher-education figures, including Ted Mitchell, then president of Occidental.
Mr. Mitchell, who left Occidental in 2005, has said he was an unpaid adviser to Mr. Singer’s venture 15 years ago to provide counseling to low-income students.
The prominent Occidental alumnus who also knew Mr. Singer recalls hearing Mr. Singer call Occidental “dumb” for having what he portrayed as too thick of a wall between admissions and fundraising departments.
Mr. Cuseo says he has never felt pressure to take any of the students if they don’t meet school standards. Five years ago, the development office recommended he look at an applicant whose prominent and widely known name made his “eyes kind of open up,” he says.
Yet, “it was pretty darn clear that the student didn’t deserve to be admitted to Occidental,” he says. The school rejected the teen.
Mr. Cuseo said the email from Mr. Singer in 2012 was extremely unusual. An upset Mr. Singer requested a meeting to discuss helping his client’s child “find her way to becoming a student at Occidental” after she had been rejected. Mr. Singer also criticized Occidental’s admission policies.
“You are off base,” Mr. Cuseo replied.
Caitlin Zaloom discusses her book, “Indebted”, at Politics and Prose.
Based on a series of frank and personal discussions with students and parents across the nation, Zaloom‘s book documents how the struggle to finance college education is transforming middle-class life. An associate professor of social and cultural analysis at New York University, a founding editor of Public Books, and author of Out of the Pits, Zaloom reveals the hidden consequences of student debt, describes the wrenching moral decisions parents make having to choose between jeopardizing their own financial security or forcing their children into debt, and relates the frustrations of navigating a labyrinth of government-sponsored programs, for-profit funders, and university aid requirements. Zaloom is in conversation with Dorian Warren, president of Community Change and Community Change Action.
Caitlin Zaloom is associate professor of social and cultural analysis at New York University. She is a founding editor of Public Books and the author of Out of the Pits: Traders and Technology from Chicago to London. She lives in New York City. Twitter @caitlinzaloom