Columbia's Path Forward

Please find an overview of Columbia's Path Forward proposal below from President Kim. Most recent messages can be found below alongside FAQs. 

February 28, 2024

Dear Columbia College Chicago Students, Faculty, and Staff,  
 
In accordance with the resolution approved by the Board of Trustees at its February 8 meeting, today I am submitting my draft Advisory Report that addresses whether the college’s current financial situation constitutes an Adverse Circumstance as defined in the college’s Statement of Policy.
 
My conclusion, as set out in the Report, is that the college is indeed faced with an Adverse Circumstance. While we must be deliberate in everything that we do, the determination of an Adverse Circumstance calls for decisive and expeditious action.
 
As requested by the Board, the Report outlines the measures taken to date to address our fiscal challenges and the additional actions that I have prepared for the Board’s consideration. These include:

• The incorporation of $18.8 million in budget reductions into the Fiscal Year 2025 budget that begins on September 1, 2024. Of these, $15 million will come from an administrative restructuring and other administrative efficiencies, and the remaining $3.8 million from the instructional budget.
   
• A reduction of the Columbia Core Curriculum from 42 to 30 credits, effective with the Fall 2024 semester. This will open up new opportunities for students to delve deeper into their academic major, complete a minor, or take additional courses in other creative or liberal arts disciplines.
   
• A realignment of our academic structure will replace our four current schools and fifteen academic departments with eight newly founded schools. The schools will combine existing academic disciplines in ways that generate further operating efficiencies and strengthen opportunities for interdisciplinary collaboration across campus. This restructuring will be implemented over the summer of 2024 and will go into effect at the beginning of the 2024-25 academic year.
   
• A further embedding into the curriculum of coursework that develops students’ business skills. Consideration may also be given to introducing a business course requirement for all students.

 
As provided in the Statement of Policy, I have submitted this draft Advisory Report to the Executive Committee of the Faculty Senate, which now has 30 business days to comment on it. During this time, I will also consult with faculty and staff representatives, along with student groups. My goal is to have these meetings scheduled by the end of the week of March 4. In addition, the President’s Budget Advisory Board, which includes faculty, staff, and student representatives, will meet on March 19, at which time they will hear further details about budget planning from the Provost, the CFO, and me. I will deliver my final report to the Board on May 2 ahead of an expected vote by the trustees on May 9. For your reference, a timeline of key dates is available below.
 
The measures that are being proposed are intended to restore the college to a solid financial footing and reconceptualize our academic offerings to better support the academic and professional success of current and future students. Notwithstanding the challenging moment in which we find ourselves, I am confident that we can position Columbia to emerge from it as a stronger institution that will deliver more fully on its mission.
 
I look forward to hearing the ideas and perspectives of our community in the coming weeks.

Kwang-Wu Kim
President and CEO

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Please find a list of FAQs below. Below are additional contacts for questions directly related to tuition and current academics:

Contact Information:

• Columbia Central Financial Enrollment Services: 312-369-7140, columbiacentral@colum.edu 
• Housing: housing@colum.edu 
• Advising: collegeadvising@colum.edu
• Other Student Resources, Dean of Students: students.colum.edu/dos  

For specific questions related to academics and classes, please contact the following schools:

• School of Fine and Performing Arts - rsands@colum.edu
• School of Media Arts - tdowd@colum.edu
• School of Liberal Arts & Sciences (also, Core Curriculum) - scorey@colum.edu; rwhatley@colum.edu
• Graduate Studies - smcbride@colum.edu

• Why is the college in this financial situation?
  • On February 8, the Columbia College Board of Trustees outlined a vision to further fulfill the college’s promise as a student-centered beacon for creative education. The Board, citing its unwavering confidence in Columbia’s brighter future as envisioned in the strategic plan, voted to begin a concerted, institution-wide initiative to more solidly align the college’s academic offering with student expectations and market demand.
  • As a result, the administration will identify $19 million in total non-personnel and personnel cuts for Fiscal Year 2025, which begins September 1, 2024, placing an emphasis on non-personnel savings where possible.
  • The College has been confronted by national trends and internal challenges that have eroded enrollment and complicated plans to address our deficits. Our vision to overcome current challenges will strengthen the institution’s ability to let students dive deeper into their chosen fields and explore more fully other creative disciplines.
• What is being done to decrease the deficit?
  • The administration is working to identify $19 million in non-personnel and personnel reductions for Fiscal Year 2025, which begins September 1, 2024, placing an emphasis on non-personnel savings where possible to address a deficit.
  • Consequently, the college is taking the following immediate actions to help decrease expenses and increase revenue.
    • The trustees voted an increase in tuition, housing, and fee schedules for the 2024-25 academic year, which represents a 5 percent increase over the 2022-2023 academic year.
    • Potential elimination of certain programs and development of new programs with a more robust student experience in mind, with all such actions to adhere to the policies of the College’s institutional and specialized accreditors.
    • Reorganization of administrative units and academic departments, which includes a consolidation of faculty and staff positions, including full-time faculty, both non-tenured and tenured if needed.
  • The quality of the education we provide, the responsibility to support student success, and our commitment to supporting faculty and staff success remain our highest priorities
• What does Columbia’s current financial information mean for a student’s semester or a student’s tenure at Columbia?
  • Columbia is committed to the institution’s long-term viability and the success of current and future students. Columbia has a structural deficit, and we will need structural solutions to this issue for which college leadership is committed. Students on the path towards graduation will certainly continue, as will future students.
• Will the college increase tuition and by how much?
  • As Columbia is primarily driven by tuition revenue, the trustees voted the following tuition, housing, and fee schedules for the 2024-25 academic year:

  • • • • Undergraduate tuition and fees
        • • • Full-time tuition will rise by $1,538 to $32,272, a 5 percent increase before financial aid.
            • Required fees will increase by $31, or 2.1 percent, to $1,510. Study Abroad, Semester In LA, and U-Pass charges are not included in this figure.
            • Housing rates for residential students will rise by 3 percent to reflect rent increases from the residence hall property owners.
        • Graduate tuition and fees
          • Tier 1: Acting and Contemporary Performance Making; Cinema and Television Directing; Cinema and Television Producing; Music Composition for the Screen – $1,424 tuition per credit
          • Tier 2: Arts Management; Entrepreneurship for Creatives; Fine Arts; Photography – $1,320 tuition per credit
          • Tier 3: Creative Writing; Media for Social Impact; Strategic Communication; User Experience and Interaction Design – $1,257 tuition per credit
        • This represents, on average, a 5 percent increase over 2022-23. The blended graduate fee will rise by $16 to $904 per year, a 1.8 percent increase. The Status of Course Auditing and Thesis Continuance Course fees will remain separate items, as will the U-Pass charge, which is set by the Chicago Transit Authority.
• Why is the tuition increasing?
  • Columbia is tuition-driven, meaning its income primarily comes from tuition.
  • Columbia has always offered strong scholarship opportunities to its students to ensure the feasibility and affordability of attending the college. The college has doubled its scholarship support to students in the past five years, as nearly one-third of the college’s operating budget goes back into scholarship support.
  • Each year, the college hosts a fundraising event, “Unleashed,” to showcase student work as well as raise funds that go directly to student persistence scholarships. In 2023, the event raised nearly $700,000 for students, similarly to 2022.
  • Most Columbia students pay half the full tuition price to attend the college, with 96% of first-year students this past fall receiving a discounted rate due to scholarships.
  • To address the deficit, but still ensure students are able to receive scholarships and funding, tuition will be raised by 5%.
• Will there be additional changes to courses and sections in the future?
  • As the college plans curriculum for the upcoming Fall ’24 and Spring ’25 semesters, we have adjusted course planning targets to match our expected lower enrollment.
  • This schedule for the upcoming year will be adjusted by 304 sections, as compared to the current year. This would represent approximately five fewer section offerings per program distributed across both semesters of the upcoming academic year.  
  • This is in conjunction with additional planning to update programs to ensure they reflect cutting-edge industry practices, make them easier to navigate, and leverage synergies across disciplines to enhance our curriculum and forge creative communities.
  • While there may be fewer classes offered at the college overall, our goal is to create more space within our graduation requirements for students to take more courses in their chosen fields during their time at Columbia, making the classes they do take more impactful.
  • We remain committed to providing our students with an industry-facing creative arts education that remains accessible and empowers our students to be successful creative leaders.
• What is the deficit reduction decision timeline?
  • As provided for in the college’s Section XXI.A Statement of Policy on Academic Freedom, Faculty Status, Tenure, and Due Process, the trustees, in a unanimous vote, passed a resolution asking the president to prepare an Advisory Report assessing whether the college’s financial situation constitutes a ‘Questioned Situation’ that may be sufficiently serious to constitute an ‘Adverse Circumstance’, as defined in the college’s Statement of Policy.
  • The Advisory Report is also required to detail specific recommendations to rectify the situation. The Board further directed that the president and his leadership team move expeditiously, working with the college community collaboratively and in a spirit of full transparency to produce this report by May 2 for final review by the Board at the annual meeting in May.
  • After a period of coordination with the Cabinet and academic leadership, President Kim expects to release the draft Advisory Report to the campus, including the Faculty Senate and the President’s Budgetary Advisory Board, on February 28. 
• Can the college use the endowment to help with the financial situation?
  • The college currently remains financially sound, even as we work to tackle a structural budget deficit. This is primarily due to the endowment, but the endowment is to ensure longevity of the college beyond our children and their children. This is not meant for yearly college operations.
  • Due to a decrease in enrollment, this past summer we made additional cost-cutting measures that impacted our administrative functions. This past fall, we announced that we were consolidating some sections of some courses – usually survey or introductory courses – into larger ones where our academic experts deem advisable.
  • We continue to streamline and identify operational efficiencies wherever possible that do not significantly impact students to ensure a healthy sustainable college for many decades to come. 
• What work was being done in 2023 about the deficit?
  • Before COVID-19, Columbia College Chicago did not have a deficit.  As an institution for creatives, we were hit especially hard as our curriculum is hands-on given the disciplines we teach. Added to that, declining enrollment, an issue faced by many institutions of higher learning, compounded our financial situation. 
  • Columbia stands by its mission, and its commitment to students, which is why we doubled the amount of institutional aid we’ve given to students in the last 5 years. 
  • Thus far, the current administration has made $40 million worth of spending cuts, including the elimination of 124 positions, including 41 layoffs in 2023. These efficiencies have been mostly on the administrative side. 
  • To further address the deficit, the administration will continue to look for additional administrative efficiencies as well as the instructional side of the institution.  
  • Accordingly, given some decline in enrollment, the college announced that we will continue to adjust course offering and some class sizes.  
• Who will replace the president in the interim?
  • President Kwang-Wu Kim informed the Board of Trustees of his decision to step down as President & CEO on July 1. We thank President Kim for his service to Columbia since he joined in 2013.  
  • The Board has appointed Jerry Tarrer, Senior Vice President and Chief Financial Officer, to serve as Interim President & CEO upon President Kim’s departure beginning on July 2 as the college conducts a presidential search. 
  • President Kim and Jerry Tarrer will coordinate closely during the transition to ensure the completion of the effort launched earlier this month to position Columbia College for the future and fully align our academic offering with the needs and goals of students. 
  • Jerry is a proven leader with broad experience who has been instrumental in the planning for the institution’s next chapter. He is a proud husband of a Columbia alum as well as father to a Columbia graduate, Class of 2022. 
• Is there a possibility of another strike?
  • We are in a different position with the CFAC union than we were in the fall semester. As a result, we have a signed four-year contract in place that includes a no-strike clause.

• When do these proposed academic changes take effect?
  • If this plan is approved, this restructuring will be implemented over the summer of 2024 and will begin to take effect at the beginning of the 2024-2025 academic year. Please note: these changes will happen in phases to ensure a smooth transition with a complete transition completed by the Fall 2025 semester.
• Will my school/department/program be eliminated?
  • The proposed plan Dr. Kim has presented will not be finalized until it’s been reviewed by the faculty senate and advisory board. Therefore, we cannot determine what changes will be made at this time.
  • This proposed plan accounts for current academic departments to be combined with other departments and folded into eight schools, which wouldn’t necessitate elimination rather a restructuring of the current departments.
• How was this plan developed and who was involved? What's the timeline?
  • The proposed plan was developed with the input of department chairs, deans, the Office of the Provost, and the president at the request of the Board of Trustees. It will be reviewed by the faculty, students, and staff for further input prior to the completion and approval of the final plan by the Board of Trustees. A timeline for the process can be found above.
• How will the reduction of the Columbia Core Curriculum from 42 to 30 credits impact students, and when will this change take effect?
  • By reducing the number of general education (Core Curriculum) requirements, it will open up new opportunities for students to delve deeper into their academic major, complete a minor, or take additional courses in other creative or liberal arts disciplines.
  • In accordance with the Higher Learning Commission guidelines, a reduction of the Columbia Core Curriculum (also known as general education) from 42 to 30 credits, effective Fall 2024 semester.
  • This change, which will be reflected in the 2024-25 Catalog, will apply to all incoming Fall 2024 freshmen. Rising sophomore, juniors, and seniors also will have the option of taking advantage of this change starting in Fall 2024. A student who has met the 30 credit-hour requirement may cease taking Core classes, provided they have met the revised Core requirements distribution. Students with 30 completed Core hours who have not yet met the revised Core distribution requirements can stop short of taking 42 Core credit hours once they do meet them.
  • Proposed Core requirements distribution, effective fall 2024: Aesthetics and Creative Expression (1 course, 3 credits); Quantitative Reasoning (1 course, 3 credits); Communication (1 Writing course + 1 additional course, 6 credits); Historical and Cultural Understanding (CCCX +1 additional course, 6 credits); Scientific Discovery (1 course, 3 credits); additional Core-designated classes (3 courses, 9 credits); Total 30 credits.
• Would some of students’ current courses count towards general education / Core requirements?
  • Yes, we are working toward focusing some core requirements into specific areas of study.
  • For example, in this new model, we are theorizing:
    • The Experiential Anatomy course, required of all Dance majors, might shift to fulfill a Scientific Reasoning general education requirement.
    • Programming I and II courses might count towards a Quantitative Reasoning general education requirement for Game Design students.
    • Music, Time, and Place I and II classes are the required music history and culture sequence for music majors, and might shift to fulfill a Historical and Cultural Understanding requirement.
    • The Information Management and Accounting courses in our Arts Management BA might shift to count toward a Quantitative Reasoning requirement.
  • In each case, current courses will need to be revised to ensure that they meet Columbia Core expectations and learning outcomes, and faculty teaching these courses will need to meet the qualifications for delivering general education courses.

  •  
• Will students be able to complete their current area of study?
  • Yes, we want to reassure you that current students will get to finish their studies in the initial program or major they chose, and we are committed to ensuring seats in the classes students need to complete their degree pathway. 
  • As part of the Advisory Report, the college is considering streamlining some of our programs and major offerings. Although these changes will be for future students, any interested students will be invited to transition to new majors and programs to benefit from new requirements, where available. We will have more news in May and throughout the next Academic Year (2024-25).
• How many faculty and staff members will be impacted?
  • At this time, we do not have information to share on specific positions impacted. Those currently in academic administrative roles would return to faculty status wherever possible. 
  • The college is working diligently to reimagine the institution’s structure while ensuring the quality of Columbia’s education remains intact.
• Will student workers be impacted?
  • We do not anticipate any significant changes to student workers.
• Will this change the quality of the education?
  • The quality of the education we provide continues to be our upmost priority.  Our student to faculty ratio currently remains at 13:1. This is in alignment with similar peer institutions reflecting a commitment to Columbia students having strong student-faculty engagement in and out of the classroom.
  • The Provost is working with the academic units to find teaching efficiencies with larger class-size formats in ways that protect those learning experiences that must occur in a smaller setting.
  • All these updates are being made to adhere to the policies of the College’s institutional and specialized accreditors.
  • Additionally, the college recently hired 14 full-time assistant and associate professors of Instruction in Art | Design, Audio Arts, Business and Entrepreneurship, Communication, Fashion, Humanities, and one new practitioner in residence in Theatre.   
  •  These hires are an investment in the college's future at a time of significant challenge for our creative community. Full-time faculty hiring will help augment our ability to design and deliver our curriculum, for which the full-time faculty has the primary responsibility.The hires also respect the relevant provisions of our recently negotiated contract with the part-time faculty union.  
  • The college will remain an important contributor to the lives of young creatives in the city of Chicago and beyond.
• The proposed budget cuts for academic and administrative restructuring seem unbalanced: $15 million versus $3.8 million. Why?
  • Our focus is on the quality of education of our students. Therefore, the plan focuses on minimizing the impact on academics and providing a robust education in creative fields.
• Can you provide details on the process and criteria used to determine those changes?
  • A careful review of the school structure and its programs was conducted by deans, chairs, the Office of the Provost, and the president. The proposed plan will receive further input from faculty, students, and staff before it is finalized and presented to the Board of Trustees.
  • As a part of a study begun last summer, a comprehensive review of all major programs of study was undertaken in February 2024. Based on the results of the review and the college’s current financial circumstances, all programs are being placed in an intensive and iterative three-year assessment and planning process to ensure sustained focus and progress toward goals. While programs are ordinarily assessed on a rolling basis, in this instance, this process will occur simultaneously across all programs to achieve the coordination and coherence required and to facilitate the implementation of concerted college-wide recommendations. See pages 10 and 11 of the draft of the Advisory Report.
• When is the President expected to deliver the final report to the Board, and when is the anticipated vote by the trustees?
  • Dr. Kim will deliver his final report to the Board on May 2 ahead of an expected vote by the trustees on May 9. A timeline of key dates is available above.

• Takeaways From President's Budget Advisory Board Meeting (3/21)

  Dear Columbia College Chicago Community, 
  
  On Tuesday, March 19, President Kim and co-chairs CFO Jerry Tarrer and Provost Marcella David held a special meeting of the President’s Budget Advisory Board (PBAB) to present possible administrative budget cuts and gather feedback from campus stakeholders that will be taken into account as decisions about Fiscal Year 25 are finalized (the FY25 budget year begins September 1, 2024). This report was prepared by the Office of the President and the Chief Financial Officer to summarize the key discussions, outcomes, and recommendations generated during this workshop.

  PBAB members in attendance were:

  • Rojhat Avsar - Associate Professor (Humanities, History and Social Sciences)
  • Marcella David - Senior Vice President/Provost
  • Allison Geller - Enrollment Operations Assistant, USofCC representative to PBA
  • Lindy Girman - Student, Student Representative on the Trustees
  • Tyler Hardin - Student/President, Student Government Association
  • Diana Gorman Jamrozik - Associate Chair, Associate Professor (American Sign Language)
  • Rich King - Chair, Professor (Humanities, History, and Social Sciences)
  • Lisa Formosa Parmigiano - Part Time Faculty (Cinema and Television Arts), CFAC representative to PBAB
  • Delia Pless - Adjunct Professor (English and Creative Writing), CFAC representative to PBAB
  • Devon Polderman - Part Time Faculty/Academic Manager (English and Creative Writing), USofCC representative to PBAB
  • Ross Sawyers - Chair, Associate Professor (Photography)
  • Ben Sutherland - Chair, Associate Professor (Audio Arts and Acoustics) 
  • Jerry Tarrer - Senior Vice President/Chief Financial Officer
  • Diana Vallera - Part Time Faculty (Photography), CFAC representative to PBAB

   

  They were joined by the following administrators:

  • Nathan Bakkum - Senior Associate Provost / Associate Professor
  • Patricia Bergeson - Vice President, Legal Affairs / General Counsel 
  • Derek Brinkley - Assistant Vice President, Undergraduate Admissions
  • Marvery Griffin - Director, Finance and Budget Analysis
  • Marissa Guillen - Executive Assistant, Vice President for Student Affairs 
  • Virginia Johnson - Assistant Vice President, Student Financial Services 
  • Ann Kalayil - Associate Vice President, Facilities and Operations
  • Dr. Kwang-Wu Kim - President 
  • Kathie Koch - Associate Vice President, Chief Information Officer
  • Lambrini Lukidis - Associate Vice President, Strategic Communications and External Relations 
  • Kristi Perito - Associate Vice President, Chief Audit Officer 
  • Laurent Pernot - Chief of Staff
  • Jeff Reuter - Associate Vice President, Budget Planning / Analysis
  • Miriam Smith - Vice President, Development and Alumni Relations
  • Ron Sodini - Associate Vice President, Security 
  • Sharon Wilson Taylor - Vice President,  Student Affairs 

   

  President Kim welcomed attendees and provided an overview of the workshop’s objectives. Kim emphasized the need to address the $38 million budget deficit, guided by the overriding commitment to maintain the quality of the student experience. He mentioned that budget owners were asked to strive for 30% in cuts, when less is actually needed, so that the college retains some flexibility to limit cuts in certain areas to be offset by larger cuts in other parts of the college.
   
  CFO Jerry Tarrer presented an update on the FY24 operating performance and an overview of the FY25 administrative expense reduction targets. He relayed the Board’s instruction to cut $19 million in the upcoming fiscal year ($15 million in net administrative expense savings and $4 million from instructional budgets) and erase the deficit altogether by FY27. Jerry presented projections that the college would stop being economically viable if the budget reductions are not met.
   
  While the Board also has directed that $20 million in new annual revenue be achieved by Fiscal Year 2027, the scope of this meeting was limited to addressing the immediate goal of cutting spending to avoid depleting the college’s endowment. The budget owners have identified the following tentative sources of savings: $17.3 million in total possible administrative cuts including, regrettably, the possible elimination of 101 positions, 58 union positions (23 percent of union positions) and 43 non-union positions (19 percent of non-union positions). About 25 percent of positions to be eliminated would be positions that are currently vacant. Details about position eliminations will be released by June 1:
    
  The CFO’s full presentation can be found here.
   
  Budget owners presented orally the scope of their expected budget reductions to the committee members. Budget reductions do not come without compromises. The college is committed to making changes responsibly and to maintaining the physical integrity of the campus, and preserving the student experience and educational offering. Key impact of tentative reductions include:
   
  Admissions
  A 30 percent reduction in the Enrollment Management budget would mean a smaller recruitment staff (impacting the level of interaction with prospective students and families), changes to our marketing approach and a decrease in the use of direct mail and promotional materials, and reduced presence on some college planning tools.
  
  Business Affairs
  We expect to achieve savings from changes to the prescription drug program. Restructuring of the procurement office will likely result in more lead time require to obtain goods and services. We will switch to a new audit firm with lower fees, and significantly lower our engagement with EAB consulting services.
   
  Development and Alumni Relations
  Fewer staff could result in decreased fundraising and scholarship support for current and future students, unless there is a refocusing on larger gifts and growing the gala. Likely impact of staffing reductions would be a decrease in the ability to support alumni activities and networking opportunities.
  
  Facilities
  Cuts in staff or expenses would require a careful management of time and resources to continue to ensure maintenance and key systems, including life-safety systems – these will be critical considerations in finalizing cuts in the facilities budget. Mail delivery on campus will be reduced to one day. We likely will implement a modest reduction in cleaning staff that may mean, for instance, some offices no longer get cleaned daily; in concert with this, individual trash cans would be removed from offices and employees would have to take their trash to a receptable on their floor.
   
  Information Technology
  IT is proposing not to renew several applications, including LinkedIn Learning, Zoom, the Grant Management tool, and certain Canvas add-ons. Additionally, the EDUCAUSE Membership will be dropped, and there will be reductions in the DPC's paper, supplies, workers, and maintenance. The staff reductions will result in significant impacts, including less assistance with Canvas and its associated applications, decreased faculty support, and reduced participation in faculty development activities. The reductions could also lead to delays in operations, increased incident resolution times and slower project execution.
   
  President’s Office & Safety and Security
  Some positions in the President’s Office will be eliminated or restructured, though we expect the continuation of key functions. Expense reductions will be mostly driven by the discontinuation of a contract with a Title IX consultant, reductions of catering for campus events and savings on maintenance and ongoing expenses associated with the president’s house, which is expected to be sold. Reductions would include the elimination of external security posts (posts inside buildings, the blue light alert system and monitoring and security cameras would continue to be funded, along with the SafeRide program).
   
  Provost’s Office
  We will balance the functions, responsibilities, and opportunities to continue operations in different structures, and the impact on operations and the student experience.
   
  The elimination of the Graduate School can be managed with little impact to students, because many of our programs are small, and some are suspended because of declining enrollments. Operations will return to the department authority and be coordinate with by the Graduate Council.
   
  The library reductions will result in some changes to operations and will eliminate access to some subscriptions.
   
  The restructuring of functions in offices providing services and support to students is being carefully considered, privileging those elements that are absolutely necessary for operations. Those services can be scaled back in line with lower enrollment. Changes in structures and operations should otherwise limit the impact on services.
   
  Student Affairs
  Reduced staff may mean delayed response times for some student concerns, and reduction of some student engagement program offerings. Note the college is not planning reductions in student counseling. The college may need to make some changes to Manifest, Commencement, Convocation, Parent weekend, Orientation, though the administration remains committed to these important events.
   
  Strategic Communications and External Relations
  The college will resume its advertising campaign in the fall with a slightly smaller footprint, focusing on marketing tools that were found to be most effective last year. Personnel in SCER will become less specialized – working across media relations, online efforts and internal communications – due to a reduced team size, meaning some communications support to some parts of the college may be decreased or eliminated to stay focused on supporting enrollment and industry relations efforts.
  
  Student Financial Services (SFS)
  SFS proposed changes include potential changes to the schedules for disbursing financial aid and processing tuition payments, which will require careful management the college's cash flow. Additionally, Columbia Central response time to student questions about financial planning, enrollment, and registration may be impacted. The proposed changes could also affect the completion of new FAFSA Simplification updates, potentially resulting in slower processing of some financial aid funding.
   
  Committee members’ feedback
   
  PBAB members met among themselves to discuss the proposed changes and provided their thoughts and feedback, which included:

  • Cuts to enrollment management, and reductions in the number of staff tasked with recruiting students, in particular, could negatively impact enrollment goals.
  • The proposed elimination of positions in development could hurt the college’s ability to fund student scholarships and revenue growth.
  • Decreases in funds for student-serving offices could hurt retention, requiring monitoring of the cuts’ impact.
  • Elimination of outside security postings could remove a crime deterrent, affecting the college’s appeal to prospective students and families.
  • They expressed concerns that reductions in facilities maintenance of various campus systems may create safety and health issues for employees and students.
  • A possible decentralization of Manifest could bring a loss of a truly communal event that is a defining feature of the Columbia experience. 

   

  Suggestions made by PBAB members also included:

  • Focus less on cuts and more on revenue growth.
  • Consolidate use of space, where possible, for example by concentrating events and performances in certain buildings to bring savings on security and utility, and to help build a stronger sense of community by bringing students, faculty and staff together.
  • Better define and quantify faculty service to explore if faculty can play a more direct role in delivering services to students and in fundraising.
  • Streamline services and operations to address redundancies between Student Affairs and the Provost’s Office.
  • Increase the number of “generalists” administrators who can work on a greater variety of projects and areas.
  • Cut Residence Life in L.A. as students further in their studies may be better positioned to secure housing on their own.

   

  While the need to achieve $15 million in cuts remains paramount, the administration will weigh this input as it finalizes the budget and strives to balance the impact of certain cuts over others.
  
  President Kim, Jerry and Marcella thank everyone for their participation and commitment to Columbia’s success.

• Columbia’s Path Forward: President Kim’s Draft Advisory Report (2/28)

  Dear Columbia College Chicago Community,     In accordance with the resolution approved by the Board of Trustees at its February 8 meeting, today I am submitting my draft Advisory Report that addresses whether the college’s current financial situation constitutes an Adverse Circumstance as defined in the college’s Statement of Policy.   My conclusion, as set out in the Report, is that the college is indeed faced with an Adverse Circumstance. While we must be deliberate in everything that we do, the determination of an Adverse Circumstance calls for decisive and expeditious action.   As requested by the Board, the Report outlines the measures taken to date to address our fiscal challenges and the additional actions that I have prepared for the Board’s consideration. These include: The incorporation of $18.8 million in budget reductions into the Fiscal Year 2025 budget that begins on September 1, 2024. Of these, $15 million will come from an administrative restructuring and other administrative efficiencies, and the remaining $3.8 million from the instructional budget.   A reduction of the Columbia Core Curriculum from 42 to 30 credits, effective with the Fall 2024 semester. This will open up new opportunities for students to delve deeper into their academic major, complete a minor, or take additional courses in other creative or liberal arts disciplines.   A realignment of our academic structure will replace our four current schools and fifteen academic departments with eight newly founded schools. The schools will combine existing academic disciplines in ways that generate further operating efficiencies and strengthen opportunities for interdisciplinary collaboration across campus. This restructuring will be implemented over the summer of 2024 and will go into effect at the beginning of the 2024-25 academic year.   A further embedding into the curriculum of coursework that develops students’ business skills. Consideration may also be given to introducing a business course requirement for all students.   As provided in the Statement of Policy, I have submitted this draft Advisory Report to the Executive Committee of the Faculty Senate, which now has 30 business days to comment on it. During this time, I will also consult with faculty and staff representatives, along with student groups. My goal is to have these meetings scheduled by the end of the week of March 4. In addition, the President’s Budget Advisory Board, which includes faculty, staff, and student representatives, will meet on March 19, at which time they will hear further details about budget planning from the Provost, the CFO, and me. I will deliver my final report to the Board on May 2 ahead of an expected vote by the trustees on May 9. For your reference, a timeline of key dates is available (above).   The measures that are being proposed are intended to restore the college to a solid financial footing and reconceptualize our academic offerings to better support the academic and professional success of current and future students. Notwithstanding the challenging moment in which we find ourselves, I am confident that we can position Columbia to emerge from it as a stronger institution that will deliver more fully on its mission.   I look forward to hearing the ideas and perspectives of our community in the coming weeks. Kwang-Wu Kim President and CEO

   

• A Message From Columbia's Board of Trustees Chair (2/22)

  Dear Columbia Students and Families, 

  
  As the chair of the Board of Trustees of Columbia College Chicago, I am writing to share news about a leadership transition, as well as a new initiative to deepen students’ immersion in their creative studies and help further drive their educational success.  

  Dr. Kwang-Wu Kim, president of Columbia since 2013, informed the Board last week of his decision to step down as the leader of the college on July 1. The trustees and I are grateful to Dr. Kim for his leadership over the past decade. Jerry Tarrer, the college’s chief financial officer for the last seven years, will serve as interim president starting July 2. Jerry is the proud husband of an alum and father of a Columbia graduate from the Class of 2022. 

  We have heard from many students that this period of change is creating uncertainty and anxiety, and I wanted to write to address some of the questions you may have.

  Columbia, like many institutions of higher education across the country, has a financial deficit and needs to adjust to the fact there are fewer college-age young people as well as to changing student and family expectations. This deficit has prompted a review of the academic programs offered by the college and has accelerated long-needed changes.

  We have set a goal to allow students to take more classes in their chosen fields, which is something they desire and that the industry truly values. The intent is to reshape our general education, both in content and quantity, without sacrificing quality. This includes reducing the number of general education credits required. We will also review programs and courses within majors to look for additional opportunities to make them more streamlined and connected to the endeavors students are interested in. This will give students more space to take more courses in their major, pick a minor in another creative field or business, or simply take a greater variety of courses in a broader array of creative disciplines.  

  The college will continue to provide general education – including writing, humanities, social sciences, math, and science – but the president and the chief academic officer are starting an exploration with faculty as to whether there are different ways to deliver that knowledge, for example by teaching, where possible, more general subjects in the context of students’ majors. 

  On that note, there has been a lot said about fewer classes being offered. While there may be fewer classes offered at the college overall, students will have the opportunity to take more classes in their chosen fields during their time at Columbia. Our goal is to make the class offering more impactful.

  We are leaving the decisions about just how that takes place to the expert educators and creative leaders on our campus and will have more to announce when they complete their work later this spring.

  Dr. Kim will continue to provide leadership as we go through this process and will work closely with our Provost and Chief Academic Officer Marcella David.

  Our plan will provide a valuable and rewarding academic and campus experience for students, one that helps them unleash their full potential as creatives and puts them on the path to career success. 

  Sincerely, 

  John M. Holmes

  Board of Trustees, Chair

• Campus Update on Curriculum Planning (2/15)

  Dear Columbia College Chicago Community,  As we move into our 135th year, the leadership of Columbia College Chicago is motivated by a unified resolution for 2024: provide our students with an industry-facing creative arts education that remains accessible for our students and empowers them to be successful creative leaders.  Our fall schedule planning is progressing with those principles in mind. As our academic departments finalize the fall and summer schedules for registration later this spring, the priority in scheduling continues to be ensuring students have access to seats in the courses they need to progress toward the completion of their degrees while maintaining the flexibility to adapt to enrollment and student demand.   At the same time, I have asked our academic departments to adjust next year’s course planning targets to match our expected lower enrollment and the budget that flows from it. The planning guidelines I have shared with the deans asks them to adjust the schedule across the Fall ‘24 and Spring ‘25 semesters by 304 sections next year, as compared to the current year. There is no specific department target; deans will work with their associate deans and chairs to best match any schedule adjustments to our expected enrollment on a department-by-department basis; if distributed evenly, this would represent approximately five fewer section offerings per program distributed across both semesters of the upcoming academic year.   This adjustment is being driven by our enrollment projections. We remain committed to our students’ success; all students will have the courses they need to continue to progress to graduation, and as is always the case, we will adjust as warranted by enrollment and demand. I am also asking the departments and chairs to continue to use different course delivery methods, including larger class sizes where appropriate, to help us make long-term progress toward reducing the costs of a Columbia education.  What I am laying out is happening against a larger planning backdrop, where departments are looking to update programs to ensure they reflect cutting-edge industry practices, make them easier to navigate, and leverage synergies across disciplines to enhance our curriculum and forge creative communities. We are bringing that same creative lens to rethinking how we deliver and streamline general education as well. In all of our planning, we remain committed to Columbia College Chicago being the college of choice for those seeking to learn the rigors of various creative practices. We also strive to offer a curriculum that challenges common understandings of privilege, provides meaningful access, and disrupts pedagogical designs that don’t reflect the dynamism of creative practice today. We know we attract students who are nimble in their thinking, prioritize individual autonomy, social justice, and climate change, and who are passionate about making the world a better place for everyone.  Ultimately, this is about more than numbers: it is about keeping Columbia current and ensuring today’s students and prospective students, as well as their families and those who help them attend college, continue to see the value of a Columbia education. One of the ways we will do that is through our intent, as articulated by the Board in conjunction with college leadership, to create more space within our graduation requirements for students to take more courses in their majors, perhaps do a minor in another creative field or business, or simply just take more classes in other creative disciplines.  The work we are undertaking in academic affairs honors and advances our commitments to the next generation of students in a way that not only fulfills their personal passions but positions them to be sought after in creative industries.   Best wishes for a fabulous spring semester,  Marcella David Senior Vice President and Provost

• Dr. Kwang-Wu Kim To Step Down As Columbia’s President (2/14)
  To Columbia College Chicago Community,
  
  President Kwang-Wu Kim has informed the Board of Trustees of his decision to step down as President & CEO on July 1. The Board has appointed Jerry Tarrer, Senior Vice President and Chief Financial Officer, to serve as Interim President & CEO upon President Kim’s departure. President Kim and Jerry Tarrer will coordinate closely during the transition to ensure the completion of the effort launched earlier this month to position Columbia College for the future and fully align our academic offering with the needs and goals of students.
   
  “President Kim has been a steady and exemplary leader of Columbia for more than a decade. The Board of Trustees is incredibly grateful for his service to our institution,” said Board Chair John Holmes. “We are fortunate that he has agreed to lead the work developing the plan to forge an even brighter future for the college. President Kim’s many accomplishments include dramatically improving student outcomes and support services, building the Student Center and setting the stage for the next chapter in our College’s strong history. His passion for Columbia and his insistence on our students’ success has shaped the college for the better. We look forward to celebrating President Kim’s lasting contributions in coming weeks and during commencement weekend.”
   
  President Kim stated, “I came to Columbia because of my belief that the world needs creatives and my determination that Columbia could be the leading educational institution dedicated to preparing creatives for real-world success. Together, we have made tremendous progress towards that goal and in the face of many challenges have proven, over and over again, that when creatives come together, we are a force to be reckoned with. Since my arrival in 2013, Columbia has been my truest home and a constant source of inspiration and growth. While the prospect of leaving is bittersweet, as a life-long traveler I am looking forward to my next journey, and I am encouraged to know that the college is in such capable hands. There will be time for goodbyes in the coming months. For now, the most important thing for me to say is ‘thank you.’”
   
  Jerry Tarrer will assume the duties of Interim President & CEO on July 2, while the Board conducts a presidential search, details of which will be shared before the end of the semester.
   
  “Jerry is a proven leader with broad experience who has been instrumental in the planning for the institution’s next chapter. We are excited that he will be stepping into this important role and we are confident he will succeed in carrying forward the Board’s vision in collaboration with faculty, staff and student stakeholders,” said John Holmes.
   
  On February 8, the Board asked President Kim and his leadership team to develop a plan that, with deliberate speed and in a collaborative manner, will better align program offerings and streamline degree requirements so students can focus more fully on their chosen creative fields, persist towards graduation, and achieve career success. The President will share with the campus a draft Advisory Report containing recommendations on February 28. After a period of comment, the Advisory Report will be considered by the Board at its May 2 meeting. If approved, the plan will be implemented under the supervision of the President jointly, for the academic components, with the Provost and the rest of the academic leadership.
   
  "For more than a century, Columbia has continuously evolved to exceed student expectations and position creatives for professional success. We are committed to that ongoing evolution," said John Holmes. “Our vision is to more fully support our students' career aspirations by devoting a larger share of our academic experience to students' chosen fields, which is something they desire and that industry truly values."
• Board of Trustees Charts Path to Continued Success (2/9)

  To Columbia College Chicago Faculty and Staff, 
  
  At their meeting yesterday, the Columbia College Board of Trustees outlined a vision to further fulfill the college’s promise as a student-centered beacon for creative education. Columbia has thrived through its history and the Board, citing its unwavering confidence in Columbia’s brighter future as envisioned in the strategic plan, voted to begin a concerted, institution-wide initiative to more solidly align the college’s academic offering with student expectations and market demand. 

  The Board asked the President and leadership team to undertake an effort that, with deliberate speed but in a collaborative manner, will ensure the college continues to deliver on its mission to empower its students to author the culture of their times. Citing its belief in Columbia’s mission, the Board asked the President to solidify the college’s ability to offer creative students the experiences they are seeking and the education that will help guarantee their success. 

  As provided for in the college’s Statement of Policy on Academic Freedom, Faculty Status, Tenure, and Due Process, the trustees, in a unanimous vote, passed a resolution asking the president to prepare an Advisory Report assessing whether the college’s financial situation constitutes a ‘Questioned Situation’ that may be sufficiently serious to constitute an ‘Adverse Circumstance’, as defined in the college’s Statement of Policy. The Advisory Report is also required to detail specific recommendations to rectify the situation. The Board further directed that the president and his leadership team move expeditiously, working with the college community collaboratively and in a spirit of full transparency to produce this report by May 2 for final review by the Board at the annual meeting in May.  

  The Board decided to take this step because a determination of the existence of an Adverse Circumstance would expedite processes to allow the college the ability to better align program offerings and streamline degree requirements so students can focus more fully on their chosen creative fields, persist towards graduation, and achieve career success.   

  The realignment the President has been asked to explore and chart may include eliminating certain programs and developing new ones with a more robust student experience in mind.  

  Additionally, the trustees set tuition for the 2024-25 academic year, as detailed at the end of this message.  

  “The Board is unwavering in its commitment to Columbia’s mission and our faith in its students, faculty, and staff,” said Board Chair John Holmes. “In recent years, Columbia has increased student outcomes and student supports and strengthened campus identity and community with the completion of the Student Center. Our goal is to build on those successes. The College has been confronted by national trends and internal challenges that have eroded enrollment and complicated plans to address our deficits. Our vision to overcome current challenges will strengthen the institution’s ability to let students dive deeper into their chosen fields and explore more fully other creative disciplines.” 

  1. The Board’s decision to request an Advisory Report is in accordance with Section XXI. A of the Statement of Policy, which authorizes the Board to take this step if at any time it believes one or more of the following circumstances exists at the college: 

  2. The College as a whole or a specific Area of Academic Focus faces imminent, serious financial difficulty; 

  3. A specific Area of Academic Focus no longer materially contributes to the mission or purposes of the College; or  

  3. A reallocation of resources is necessary or prudent for the continued educational or financial vitality of the College as a whole or a specific Area of Academic Focus 

  The Board asked that the President’s Advisory Report assess the college’s financial situation, describes taken to date, and recommend further steps, which may include reorganization of administrative units, changes in academic programs, and the elimination of faculty positions, including full-time faculty, both non-tenured and tenured if needed. 

  As detailed in the Statement of Policy, the president will provide a draft of his report to the Faculty Senate, which will then have 30 business days to provide feedback. After the draft Advisory Report is submitted to the Senate, the president will also hold an extraordinary meeting of the President’s Budget Advisory Board and a series of listening sessions with faculty, staff, and students. Feedback from these sessions will further inform the final report. Upon receipt of the Senate’s input, the president will finalize and submit the Advisory Report and the Senate’s feedback document to the Board, as prescribed in the Statement of Policy.  

  “I am committed, as are the provost and the other members of my Cabinet, to consultation with stakeholders across campus to inform my assessment and recommendations to the Board of Trustees,” said President Kim. “But we must be clear-eyed about the need to act expeditiously and decisively.” 

  After a period of coordination with the Cabinet and academic leadership, President Kim expects to release the draft Advisory Report to the campus, including the Faculty Senate and the President’s Budgetary Advisory Board, on February 28. As detailed in the president’s recent State of the College presentations, the administration is also working to identify $19 million in non-personnel and personnel reductions for Fiscal Year 2025, which begins September 1, 2024, focusing on non-personnel savings wherever possible.  

  “What binds us together as a community is our shared belief in our mission and our commitment to our students and their success,” said President Kim. “This is a very challenging time for Columbia, but I am confident we will rise to the occasion because of the remarkable creativity and dedication of the Columbia College Chicago community.” 

  The trustees voted on the following tuition, housing, and fee schedules for the 2024-25 academic year: 

  Undergraduate tuition and fees 

  • Full-time tuition will rise by $1,538 to $32,272, a 5 percent increase before financial aid. 

  • Required fees will increase by $31, or 2.1 percent, to $1,510. Study Abroad, Semester in LA, and U-Pass charges are not included in this figure. 

  • Housing rates for residential students will rise by 3 percent to reflect rent increases from the residence hall property owners. 

  Graduate tuition and fees 

  • Tier 1: Acting and Contemporary Performance Making; Cinema and Television Directing; Cinema and Television Producing; Music Composition for the Screen – $1,424 tuition per credit 

  • Tier 2: Arts Management; Entrepreneurship for Creatives; Fine Arts; Photography – $1,320 tuition per credit 

  • Tier 3: Creative Writing; Media for Social Impact; Strategic Communication; User Experience and Interaction Design – $1,257 tuition per credit 

  This represents, on average, a 5 percent increase over 2022-23. The blended graduate fee will rise by $16 to $904 per year, a 1.8 percent increase. The Status of Course Auditing and Thesis Continuance Course fees will remain separate items, as will the U-Pass charge, which is set by the Chicago Transit Authority. 

  “The trustees are very mindful of the need to keep Columbia accessible to young creatives, but we also must secure the college’s future,” said John Holmes. “We believe this tuition increase balances these two goals and will strengthen the institution.”