ReportWire

Tag: Innovation & Transformation

  • One of America’s Oldest Hospitals Lay Abandoned. Then a University Stepped In.

    One of America’s Oldest Hospitals Lay Abandoned. Then a University Stepped In.

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    The last time Lee Hamm was working in New Orleans’s Charity Hospital, critically ill patients were being hauled up and down dark, sweltering stairways as nurses hand-pumped oxygen to keep them alive. In August 2005, for those inside a hospital ravaged by Hurricane Katrina, the sounds of helicopters whirring nearby only added to the frustration, as day after day went by with no rescue.

    Over the next 18 years, Hamm,now a senior vice president and dean of medicine at Tulane, relived memories both horrifying and inspiring as he looked out the window of his nearby office building. There, in a gritty portion of New Orleans’s downtown, the abandoned skeleton of Charity Hospital loomed, boarded up behind chain-link fences and overgrown weeds. The million-square-foot Art Deco building occupied a full city block.

    To many, the state’s decision in 2005 to shutter Charity represented the neglect of New Orleans’s most vulnerable residents. The iconic hospital had served as a safety net since the 1700s, doing so in its current structure since 1939. “This building that was brought to its knees during Katrina and not built back,” said Tulane University’s president, Michael A. Fitts. “That symbolized a lot to the community.”

    So too, he hopes, will Tulane’s decision to help bring Charity back. The university is spending $135 million on the hospital building, where it plans to move its School of Public Health and Tropical Medicine by the end of 2026. Approximately 600 researchers and research staff from the medical and public-health schools will also move into the overhauled building. Tulane will serve as an “anchor tenant,” taking up about a third of the former hospital. Hamm will oversee the creation of new labs and research space for Tulane’s medical school.

    The mixed-use building will also house apartments and retail space, as well as the Tulane Innovation Institute, a center designed to turn university-funded research into products faster. Beyond its investment in Charity, Tulane will spend another $465 million expanding its presence in the surrounding downtown biomedical corridor, with the hope of revitalizing the area as a hub of bioscience research.

    At a time of public questioning about the contributions colleges make to their communities, Tulane’s latest investment demonstrates how deeply the fates of higher-education institutions and the cities they inhabit are intertwined. When urban campuses swallow city blocks and residents are displaced, the projects often breed resentment. Tulane’s plans, though, have been welcomed because the hospital and its immediate surroundings have been abandoned in a section of downtown that’s become an eyesore and a constant reminder of Katrina.

    Expanding in a downtown biosciences corridor makes sense, strategically and financially, for the private university of more than 14,000 students, Tulane officials say. The university’s enrollment has been inching up, and construction continues at its pristine uptown campus. But given the growth in its health-related graduate programs and the desire to be closer to the city’s economic center, expanding downtown is a priority, they say.

    Meanwhile, Charity Hospital is “an iconic building with so many stories and histories,” Fitts said, a place where thousands of lives were saved and generations of health-care workers trained. The building that stood empty for nearly two decades “symbolized in many respects the tragedy of Katrina.” Although Charity will no longer be involved in the kind of direct patient care it provided before Katrina, the education and research that will take place there send an important signal, Fitts said, about the university’s commitment to the community’s well-being and health.

    This building that was brought to its knees during Katrina and not built back. That symbolized a lot to the community.

    By supporting and encouraging the development of biomedical start-ups, Tulane hopes to help diversify the economy of a city that has historically relied on hospitality and tourism, both of which took huge hits following Hurricane Katrina and the Covid-19 pandemic.

    The president cited a number of cities that were transformed because of their relationships with prominent universities. “You look around the country, and it’s amazing how much development has occurred in cities as a result of universities — obviously Silicon Valley and Cambridge — but also Nashville, Austin, and Pittsburgh,” Fitts said. “We’re in the middle of an idea revolution as well as a biomedical revolution. I just think this is the perfect moment for Tulane to make a commitment substantively, geographically, and symbolically to the downtown.”

    Another plus, according to Mike Strecker, a Tulane spokesman, is that external funding for Tulane research has risen by close to 50 percent over the past four years, and the university expects it to increase another 50 percent over the next few years.

    The overhauled Charity Hospital building will include about 20,000 square feet of space for students to study and socialize. The developers plan to retain the building’s Art Deco facade, as well as the lobby and other historical features.

    Plans for the innovation district include affordable-housing units and jobs for neighborhood residents. That’s especially important in a place where rapid gentrification has made living in the city unaffordable for long-time residents, many of them families of color, said Marla K. Nelson, a professor of planning and urban studies at the University of New Orleans. Urban-renewal projects and tourism influxes were largely blamed for pushing families out of the historic Tremé neighborhood, near the French Quarter, one of the nation’s oldest Black neighborhoods and to many, the birthplace of jazz.

    Fitts said that’s not going to happen in the area around Charity Hospital, which is blighted and largely abandoned. “We’re taking over vacant buildings and parking lots,” he said. “We’re not displacing anybody at all.”

    ‘Where the Unusual Occurs’

    Charity Hospital was founded in 1736 as a New Orleans hospital for the poor, funded by a dying French ship builder. It became the second oldest continually operating public hospital in the country. The 1939 building, whose architects also designed the Louisiana State Capitol, in Baton Rouge, replaced earlier ones that burned or were too small for the growing number of indigent people needing care. It served the city’s poor until the severe damage caused by Hurricane Katrina forced it out of service.

    Until Katrina struck, “Big Charity,” as it was known, was one of two New Orleans teaching hospitals affiliated with Louisiana State University. The other, located nearby, was University Hospital. Instead of reopening Charity Hospital after Katrina, the state approved LSU’s proposal to replace the two hospitals with a new, $1.1-billion University Medical Center. That move, made possible by a hefty disaster-relief payment from FEMA, left bitter feelings among those lobbying for Charity to reopen, as recounted in an award-winning documentary about the hospital’s closure.

    Over the years, the 20-story building became a fixture on the city’s ghost tours and the subject of rumors of paranormal activity. (Part of the recently released movie Renfield, a modern-day adaptation of Dracula, was shot on site after the production designer noted that the building “looks like the classic silhouette of a vampire castle.”)

    In 2005, I was among a group of Chronicle reporters who traveled to New Orleans and Baton Rouge, where many New Orleans residents had been evacuated, in the days immediately following Katrina. Having heard harrowing stories about the conditions inside Charity and the city’s other public hospitals, I was eager this year to see for myself what was behind the broken and boarded-up windows and locked gates that had shielded the inside from view for the past 18 years.

    A tour in February with Hamm, the Tulane med-school dean, started on the first floor, where the emergency room stood before the rising floodwaters forced the staff to relocate it upstairs. The hospital’s motto is written in large letters on the wall, still visible beneath the grime: “Welcome to the Medical Center of Louisiana. Where the Unusual Occurs and Miracles Happen.” In another room, a ceiling-mounted surgical light is poised over an operating table, seemingly frozen in time.

    The hospital held up surprisingly well during the initial phase of the storm, which slammed into the Gulf Coast on Monday, August 29, 2005, lashing New Orleans with heavy rain and high winds, the dean said. By late that day, the streets were dry, the air calm, and it appeared the city had dodged a bullet. But by that night, water from distant, breeched levies began trickling down the street and on Tuesday, was flooding into the hospital buildings, he said. The next several days, as the water rose to waist height in the streets around the hospital, were a nightmare inside Big Charity. The generators that had kicked in were in the basement and soon submerged. With no water or electricity, temperatures swelled well above 100 degrees.

    Hamm and two other doctors paddled over to Charity, one block away from his office, in a canoe a colleague had brought in from home to check on evacuation efforts. Without electricity, emergency workers were using manual ventilation bags to breathe for patients who would normally be hooked up to machines. Residents were hauling patients on flat stretchers that weren’t designed to make the tight turns in the dark stairways. Bodies from a flooded morgue were stacked in a stairwell.

    More than 1,500 patients, staff, and refugees from the community were trapped inside Charity Hospital for days without food and drinkable water. While people were being plucked off of rooftops in submerged sections of the city, and evacuations were underway at the private Tulane University Hospital, no one seemed aware that thousands were trapped inside the city’s public hospitals. When word did get out, Hamm said, “They were told help was coming, and it didn’t come.”

    Some patients were paddled by boat across flooded streets and carried up to a rooftop parking deck, where a few died awaiting rescue that finally came, nearly a week after the hurricane struck. Like others who stayed behind to help with the rescue efforts, Hamm was one of the last people evacuated out.

    Like any financially constrained safety-net hospital where medical trainees are treating unpredictable influxes of poor and mentally ill patients, Charity faced its challenges long before Katrina struck its near fatal blow.

    “A lot of good things happened in that building,” Hamm said. “I’m sure there were things that weren’t as good as they should have been, but the hospital has taken on the symbolism of compassionate care to those that need it most. To be back in that building will be terrific.”

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    Katherine Mangan

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  • What a Possible U. of Phoenix Sale Says About the State of Higher Ed

    What a Possible U. of Phoenix Sale Says About the State of Higher Ed

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    The University of Arkansas System has confirmed that it’s eyeing a complete acquisition of what was once the premier mega-university in the country.

    The for-profit in question, the University of Phoenix, has roughly 85,000 students, down from a peak of nearly half a million in 2010. Most of its courses are online, with a primary focus of serving adult learners.

    Any purchase would be done through a newly created nonprofit affiliate, which would “support and facilitate” the transition of the University of Phoenix to nonprofit status, system spokesperson Nathan Hinkel confirmed. The Arkansas Times, which broke the news, reported that the price tag could sit somewhere between $500 million and $700 million. The system has not confirmed those estimates.

    “The goal … is to advance the system’s mission of providing affordable, relevant education to a broad range of students, and introducing the UA System to new educational markets,” Hinkel wrote in a prepared statement to The Chronicle.

    The system already bought a smaller for-profit — Grantham University — in 2021, creating the University of Arkansas Grantham. It then folded in its existing online arm, eVersity, last summer.

    While many details, including the timing for a potential deal, remain unclear, four experts who spoke with The Chronicle say the news underscores the further dismantling of the for-profit market, and traditional institutions’ continued banking on online education as a funnel for new students and revenue — even though most campuses shuttered by the pandemic have reopened.

    If a deal goes through, “This is the culmination of the era of the for-profits,” said Phil Hill, a partner at the ed-tech consultancy MindWires. “It’s not that there are no for-profits anymore … but it’s putting a real definitive cap on this decade-and-a-half decline of the for-profit sector. “

    Downfall of for-profits

    For years, for-profit institutions have faced both ideological and regulatory battles.

    Bad press about deceptive marketing practices and poor post-graduate outcomes has largely soured public opinion of the sector. The University of Phoenix itself agreed to shell out $191 million in 2019 to settle a Federal Trade Commission complaint accusing the institution of advertising nonexistent partnerships with employers such as AT&T and Microsoft.

    With a for-profit, “you’re enrolling at a school where the less they spend on actually serving you, the more they get to pocket,” said Robert Shireman, director of higher-education excellence and a senior fellow at The Century Foundation. So in many consumers’ eyes, attending a nonprofit institution “provides some protection.”

    For-profits also have an increasing amount of red tape to navigate, said Eddy Conroy, a senior adviser with the education-policy program at New America. The recently revised 90-10 rule requires for-profits to draw at least 10 percent of their revenue from areas outside of Title IV financial assistance and military-education benefits. The latest Education Department regulatory agenda, posted in early January, also announced plans to revisit a “gainful employment” rule that would hold institutions accountable for their graduates’ abilities to pay off debt.

    Basically, “for-profits no longer want to be defined as for-profit,” Conroy said.

    Some of the more high-profile acquisitions include Purdue University’s acquisition of Kaplan University in 2017 to form Purdue Global, and the University of Arizona’s purchase of Ashford University in 2020 to create the University of Arizona Global Campus. If an acquisition of the University of Phoenix goes through, it would leave Grand Canyon University as the largest remaining for-profit institution.

    (Grand Canyon has itself tried to shed its for-profit designation, and sued the Education Department in 2021 for rejecting its bid to be considered a nonprofit entity.)

    University of Phoenix spokesperson Andrea Smiley told The Chronicle that the institution recognizes that the higher-ed landscape is changing, and that officials’ main priority is finding a solution that keeps — and expands — Phoenix’s mission to serve adult learners.

    “Entities are always evolving; they have to because the marketplace changes. The environment that you’re in changes,” Smiley said. “We’ve seen significant success over the last five to seven years in serving the adult learner, and we’d like to see that success continue.”

    A December 2021 article from Work Shift, a project of Open Campus Media, captured some of that growth. It reported that the University of Phoenix had been trimming its catalog of available programs to focus more on graduating its students and getting them into better-paying jobs, and that its official retention rate — which covers first-time, full-time students in bachelor’s programs — had risen to 41 percent, up from about 27 percent in 2017.

    In some instances, acquisitions of online for-profits haven’t been clean breaks. In the University of Arizona’s case, for example, Ashford University’s owner, Zovio Inc., stayed on as an online-program manager for Arizona’s newly minted Global Campus (that arrangement prematurely ended last year). This would not be the case here, Hinkel confirmed in an email.

    “The structure being considered, from what I understand, would not entail any ongoing relationship between University of Phoenix’s current ownership and the nonprofit,” he wrote.

    The online-ed calculation

    The University of Arkansas System’s interest in the University of Phoenix aligns with another trend, experts like Hill said: Public colleges or systems trying to quickly expand their online offerings, and extending their reach to nontraditional students — including adult learners — as undergraduate enrollment on the whole continues to fall.

    The pandemic accelerated the adoption of online courses and programs at many institutions. And data shows that even with many in-person restrictions lifted, student interest in learning online remains strong. Recently released Fall 2021 Ipeds data analyzed by The Chronicle revealed the percentage of students enrolled only in distance education was nearly double the percentage in 2017 — 30.4 percent and 15.7 percent, respectively.

    “Covid helped alert us to the fact that there are a lot of people who are still going to want in-person learning, but it also made people more comfortable with online as an option,” Shireman said. So universities, the University of Arkansas System included, are “trying to find ways to have larger-online footprints to help protect them against enrollment declines.”

    Why the for-profit acquisition route, though? Most institutions have established an online presence in other ways: Many have contracted with private companies for online-program-management services, which can include everything from recruiting and marketing to tech support and software. In another approach, the University of North Carolina system is tapping $97 million in pandemic-recovery funding to form its own online-learning platform. Others, like the University of Florida, began their venture into online education with outside help, but now maintain smaller-scale, and fully in-house, operations.

    Experts say acquiring a for-profit might feel less risky, and more streamlined.

    “They’ve already got the infrastructure in place, and they’ve already got students in place,” said Dominique Baker, associate professor of education policy at Southern Methodist University. “A lot of these pieces can be appealing.”

    The University of Arkansas System declined to say more about why it’s interested in a for-profit acquisition in particular. The system’s proposal for buying the for-profit Grantham University, though, spoke to its ambitions to seize a large proportion of the online market. “Higher education is in a period of disruption,” the proposal read. “We believe we are well positioned to take a bold step toward being the premier online institution serving working adults in the south.”

    Outstanding questions

    Apart from these initial musings, experts are waiting to learn more. Where will the financing come from? Will the University of Phoenix’s name be preserved? Who would be responsible in the case of future lawsuits or borrower-defense claims?

    Baker wonders about quality assurance too. Who will teach these courses? Are University of Arkansas System faculty members involved in these discussions?

    “I see value in online education,” she said. “My concerns are around: How do we deliver that education? And what is our goal? … It’s the method of how we’re doing this that I think is incredibly important. ”

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    Taylor Swaak

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  • Teaching Experts Are Worried About ChatGPT, but Not for the Reasons You Think

    Teaching Experts Are Worried About ChatGPT, but Not for the Reasons You Think

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    Is the college essay dead? Are hordes of students going to use artificial intelligence to cheat on their writing assignments? Has machine learning reached the point where auto-generated text looks like what a typical first-year student might produce?

    And what does it mean for professors if the answer to those questions is “yes”?

    These and other questions have flooded news sites and social media since the nonprofit OpenAI released a tool called ChatGPT, which promises to revolutionize how we write. Enter a prompt and in seconds it will produce an essay, a poem, or other text that ranges in quality, users say, from mediocre to pretty good. It can do so because it has been trained on endless amounts of digital text pulled from the internet.

    Scholars of teaching, writing, and digital literacy say there’s no doubt that tools like ChatGPT will, in some shape or form, become part of everyday writing, the way calculators and computers have become integral to math and science. It is critical, they say, to begin conversations with students and colleagues about how to shape and harness these AI tools as an aide, rather than a substitute, for learning.

    Academia really has to look at itself in the mirror and decide what it’s going to be.

    In doing so, they say, academics must also recognize that this initial public reaction says as much about our darkest fears for higher education as it does about the threats and promises of a new technology. In this vision, college is a transactional experience where getting work done has become more important than challenging ourselves to learn. Assignments and assessments are so formulaic that nobody could tell if a computer completed them. And faculty members are too overworked to engage and motivate their students.

    “Academia really has to look at itself in the mirror and decide what it’s going to be,” said Josh Eyler, director of the Center for Excellence in Teaching and Learning at the University of Mississippi, who has criticized the “moral panic” he has seen in response to ChatGPT. “Is it going to be more concerned with compliance and policing behaviors and trying to get out in front of cheating, without any evidence to support whether or not that’s actually going to happen? Or does it want to think about trust in students as its first reaction and building that trust into its response and its pedagogy?”

    There is some truth underlying that nightmare vision of higher ed, of course. Budget constraints that lead to large-enrollment classes and a reliance on part-time instructors can fuel teaching that feels rote. Such problems aren’t readily solved. But others can be mitigated. Students might cheat because the value of the work of education is not apparent to them. Or their courses or curriculum don’t make any sense. Those, said Eyler, “are totally in our power to correct.”

    So how does a writing instructor, or a professor in a writing-intensive course, reduce the likelihood that students will use these AI tools? Faculty members have already come up with several ideas. Flip your teaching so that seminal pieces of work are done in class. Focus more on multimedia assignments or oral presentations. Double down on feedback and revision. Ask students to write about topics of genuine interest to them, in which their voices come through and their opinions are valued.

    If you can create an atmosphere where students are invested in learning, they are not going to reach for a workaround.

    All of those strategies may work, but underlying them, teaching experts said, is a need to talk to students about why they write. For most professors, writing represents a form of thinking. But for some students, writing is simply a product, an assemblage of words repeated back to the teacher. It’s tempting to blame them, but that’s how many students were taught to write in high school.

    Generations of students “have been trained to write simulations like an algorithm in school,” only to arrive at college to be told that writing is more than that, said John Warner, a blogger and author of two books on writing. “It feels like a bait and switch to students.”

    The challenge of creating authentic assessments — evaluations that measure true learning — has been longstanding, he noted, recalling his days as an undergraduate cramming for exams in large classes. “I forget everything I learned within hours.”

    But the vast majority of students don’t come to college wanting to bluff their way to a degree, Warner said. “If you can create an atmosphere where students are invested in learning, they are not going to reach for a workaround. They are not going to plagiarize. They are not going to copy, they are not going to dodge the work. But the work has to be worth doing on some level, beyond getting the grade.”

    At Purdue University, Melinda Zook, a history professor who runs Cornerstone, an undergraduate program that focuses on understanding and interpreting transformative texts, has advised her colleagues to “keep doing what you’re doing.” That’s because the courses are small and built around frequent feedback and discussion focused on the value and purpose of the liberal arts. ChatGPT is much less of a threat to that kind of project-based learning, she said, than to traditional humanities courses. “The fact is the professoriate cannot teach the way we used to,” she said in an email. “Today’s students have to take ownership over every step of the learning experience. No more traditional 5 paragraph essays, no more ‘read the book and write about it.’”

    Some faculty members have tried to meet the potential challenges of AI tools by incorporating them into their discussions and assignments.

    Anna Mills teaches English at the College of Marin, a community college in California that draws a lot of first-generation and lower-income students, as well as those for whom English is a second language.

    The fact is the professoriate cannot teach the way we used to. Today’s students have to take ownership over every step of the learning experience.

    In June, she began experimenting with GPT-3, an earlier version of the program on which ChatGPT was built, to test the software and read up on where it’s headed. Mills, for one, does not think using a text-producing chatbot is going to pose the same ethical quandary to students as plagiarism or contract cheating, in which you pay someone else to do the work. “They think, ‘this is a new technology. These are tools available to me. So why not use them?’ And they’re going to be doing that in a hybrid way. Some of it’s theirs and some of it’s the generators.”

    But students are also puzzled and sometimes unsettled about how this technology does what it does. That’s one reason digital literacy has to include AI language tools, she said. Mills has shown her students how Elicit, an AI research assistant, can be an effective search tool. And she assigns readings on how AI can amplify biases, such as racism and anti-Muslim rhetoric.

    She is concerned, too, that responses to ChatGPT and other AI might be inequitable. Students who are less fluent in English may be more likely to be accused of using such tools, for example, if they turn in fluid prose. Similarly, if instructors switch to oral presentations, writing in class only, or writing by hand, that could be a challenge for students with learning disabilities.

    Mills has started putting together resource lists and begun conversations with others in higher education. The Modern Language Association and the Conference on College Composition and Communication, for example, are putting together a joint task force in hopes of providing professional guidance for instructors and departments.

    “We need to become part of a societal process of thinking about, how do we want to roll this out? How should such a powerful tool be constructed?” she said. For example, “Should we just trust the tech companies to figure out how to prevent harm? Or should there be more involvement from government and from academia?”

    In August at the University of Mississippi, faculty members from the department of writing and rhetoric started holding workshops for colleagues across campus on AI’s potential impact. They are also discussing how tools such as Elicit and Fermat can help students brainstorm, design research questions, and explore different points of view.

    Preservice teacher candidates in Dave Cormier’s course at the University of Windsor will be spending the spring term looking at how AI tools will affect the future classroom. Cormier, a learning specialist for digital strategy and special projects in the Office of Open Learning, is going to ask them to consider a range of possibilities. Some might choose to incorporate such tools, others might want to dampen access to the internet in their classrooms.

    Like others, Cormier said digital literacy has to include an understanding of how AI works. One way to do that might be to ask students to run a writing prompt through a program several times over, and look for patterns in those responses. Those patterns could then lead to a discussion of where and how the tool gathers and processes data. “Getting to the next part of the story is the literacy that I’m constantly trying to bring across with my students,” he said.

    Of course, any strategy to deal with AI takes place against a backdrop of scarcity. Warner, for example, noted that first-year writing programs are often staffed by graduate students and adjunct faculty members, and that large class sizes make more intensive writing assignments a challenge.

    Alternative assignments and assessments take an investment of time, too, that some faculty members feel like they can’t spare. “There are not a lot of incentives in the structure of higher education to spend time on those things,” said Warner. In a large course, “you get locked into having to do prompts that can be assessed quickly along a limited set of criteria. Otherwise you can’t work through the stuff you have to grade.”

    Whether AI chatbots become a faculty nightmare or just another teaching tool may ultimately come down to this: Not the state of the technology, but whether professors are allowed the time to create meaningful work for their students.

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    Beth McMurtrie

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