Tag: Mark Burstein

Bright spots: How Lawrence is positioned to succeed amid higher ed challenges

President Mark Burstein delivers his final address during Commencement on June 13. (Photo by Danny Damiani)

Story by Ed Berthiaume / Communications

Lawrence University’s willingness to adapt, to embrace change without uprooting its deep commitment to the liberal arts, has the school well-positioned to face an onslaught of coming challenges in a tumultuous higher education climate.

The recent close of the Be the Light! Campaign at $232.6 million, well above the $220 million goal, speaks to Lawrence’s strong support among its alumni and friends and its notable reputation as an innovative and supportive liberal arts college. Those are important strengths to lean on at a time when a once-in-a-century pandemic has added to the already sizable hurdles ahead for higher education—rising student debt, closings and mergers, and a shrinking college-age population among them.

The Be the Light! Campaign’s success comes as Lawrence prepares for leadership change. Mark Burstein, the university’s 16th president in its 174-year history, is set to step aside at the close of the academic year. Laurie A. Carter, the newly named 17th president, will begin her tenure on July 1 with those industry challenges front and center, but also with a string of successes to build on—$91 million in investments toward Full Speed to Full Need (FSFN), expanded and strengthened academic programs, a revitalized Career Center, and the refurbishing of facilities across campus.

Those successes, so central to the Burstein presidency and largely made possible by Be the Light!, will provide strength and structure as Lawrence pushes forward amid the headwinds that have dominated and reshaped the higher education conversation.

Lawrence, of course, isn’t immune to the volatility. But the narrative here is different. Lawrence’s endowment is healthy and growing, and its relationship with alumni is robust. The Full Speed to Full Need initiative continues to resonate, lowering student debt and improving accessibility for students of all economic backgrounds. Its enrollment numbers, even amid the pandemic, have remained steady thanks in part to a wider geographic focus. And it has successfully added key in-demand academic programs without sacrificing its liberal arts mission.

That isn’t to say there aren’t choppy waters ahead. For institutions of higher learning that have failed to adapt to changing demographics and the shifting winds of higher education in the 21st century, the results are proving perilous. Lawrence, though, believes it has positioned itself to buck the troubling trends, courtesy of strategic planning years in the making, much of it led by Burstein.

That, perhaps more than anything, will be Burstein’s legacy.

“He has led the university through unprecedented challenges and remarkable opportunities,” said David Blowers, chair of the Board of Trustees. “During Mark’s tenure, our curricular offerings became deeper and broader, applications and the endowment increased dramatically, and our community became more diverse, inclusive, and equity-minded.”

That important work, Burstein said, is and always will be a team effort.

“Thanks to extraordinary faculty, administrative, and volunteer leadership, Lawrence has been able to swim upstream in a very challenging environment for colleges and universities,” he said.

Today, we’ll explore the pressures that are tied to student debt concerns, financial strains that are proving difficult for a growing number of institutions of higher education, the realities of changing demographics that will dramatically reduce the number of high school graduates entering college over the coming decade, and the questioning in some sectors of the importance of a liberal arts education. And we’ll look at how and why Lawrence, despite the pandemic, has put itself in a position to confidently steer its way through those troublesome waters to serve not only current students but future Lawrentians as well.

Main Hall, Lawrence University

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Trend No. 1: Rising student debt changes the college conversation

The Lawrence reality: A commitment seven years ago to the Full Speed to Full Need initiative has student debt going down for Lawrence students.

Rising student debt has dominated discussions of higher education over the past decade, the last five years in particular. The burden on young college graduates, the number who are defaulting on loans, the economic repercussions due to an inability to save or to buy homes or make other substantial investments are points of debate in everything from politics to economic forecasting to family planning.

Student loan statistics, reported by Forbes in February 2020, before the pandemic hit and put student loan payments on pause, paint a daunting picture. Total student loan debt is at $1.56 trillion. The average student loan debt is $32,731. At private not-for-profit schools, that number is $32,300, 15% higher than in 2008.

Meanwhile, middle class wages across the country have remained stagnant since the Great Recession hit more than a dozen years ago, and the federal Perkins Loan Program, which provided low-interest loans for students who demonstrated exceptional financial need, has since been eliminated, adding to the financial pressures on many college-bound students.

The debt narrative has a more promising tone at Lawrence, though, where the answer has been to attack it head on with the help of the Full Speed to Full Need (FSFN) campaign. Jump-started by a $25 million gift from an anonymous donor and later increased to $30 million as part of an ambitious and successful matching challenge, the campaign has raised more than $91 million since 2014. Alumni have stepped up, recognizing the seriousness of the student debt crisis and the potential barrier it poses for enrollment, said Cal Husmann, vice president for alumni and development.

“It has resonated with this constituency unlike any other philanthropic priority,” he said.

Hundreds of Lawrence students have already been direct recipients of FSFN scholarships or have felt the impact of an increase in aid dollars available to students. The numbers will continue to grow.

In the process, the average debt for Lawrence graduates is going down—opposite the national trend—because the FSFN fund is allowing the university to provide additional scholarship aid, aimed at covering the gap between the full ticket price of enrollment and a student’s demonstrated ability to pay, meaning students are taking out fewer loans to cover that gap. In particular, there is less need to rely on burdensome private loans or to be overextended with multiple work-study expectations. It is leveling the playing field for families with limited resources.

The average student debt for Lawrence graduates has dropped to $29,118, its lowest mark in 10 years. It hit a high mark of $34,573 in 2015–16 and has dropped steadily each year since. The percentage of Lawrence’s students graduating with debt dropped to 56% in 2019–20, well below the 75% of a decade earlier.

About 70% of Lawrence’s students receive some level of need-based aid.

“We continue to offer competitive and generous merit-based scholarships and, at the same time, meet a high percentage of need for more students,” Director of Financial Aid Ryan Gebler ’02 said.

Over the past seven years, the percentage of first-year Lawrence students who had a demonstrated financial gap—the difference between financial aid and an individual student’s financial need—dropped more than 30%, from 70.9% to 38.69%. The scholarships have pushed the average gap down by $2,500, a 42% decrease, from $6,000 in 2014 to $3,500 in 2019–20.

The benefits also can be seen in academic performance as fewer students are having to deal with the added financial angst. The average GPA of FSFN recipients increased by .27 from 2016–17 to 2019–20.

Of the FSFN scholarships that have been awarded to date, 61% of the recipients have been students of color and 42% have been first-generation college students.

“I was a first-generation college student myself,” Husmann said. “I benefited from scholarships and took out loans. That’s one of the reasons I think Full Speed to Full Need as a core value of the college resonates with me. It’s just really exciting for me to see how it’s making such a positive impact on our students.”

The investments in FSFN are bolstering and providing momentum for other efforts to improve equity of experience at Lawrence. For example, financial aid, bolstered by FSFN and Be the Light!, now travels with a student who opts to study abroad, a change that has led to an increase in the number of students going to the London Centre and other off-campus destinations. In 2019–20, before the pandemic temporarily shut down in-person programs, Lawrence had about 150 students studying abroad, up from 89 the year before. Demographics from 2019–20 show a growing number of those students are first-generation college students, Pell Grant recipients, and domestic students of color.

Funding for experiential learning also has seen a dramatic uptick, courtesy of the Be the Light! Campaign. In summer 2020, 90 student internships and self-directed research projects were financially supported through the Experiential Learning Funds (ELF) program, more than double previous years, coordinator Emily Bowles said. The funds can help defray transportation costs, provide needed resources, or cover living expenses. It’s an effort to keep finances from preventing access to quality learning and career-building opportunities.

A new fund in the ELF program, the Equal Opportunity Fund for Career Exploration and Development, was launched last year to support BIPOC and first-generation students in new ways.

It’s all part of an investment in equity that has FSFN at its core.

Caitlin Zuehlke ’15, who worked in New York as a financial advisor for Merrill Lynch Private Wealth Management, said the growing student debt burden is hanging over every conversation about higher education these days, and to have Lawrence showing leadership in making real change is a point of pride for alumni.

“I’m excited that Lawrence is at the forefront of what I hope is a trend of universities helping to close that gap to make education more affordable to everybody,” Zuehlke said.

Be the Light!: A Reimagined President’s Handshake welcomed first-year students to campus in the fall. (Photo by Danny Damiani)

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Trend No. 2: Financial strain leads to growing number of closures, mergers

The Lawrence reality: A growing endowment and tightening efficiencies in the operating budget have the university in a position of strength.

The numbers are daunting, and they speak to the reality of the financial crisis that has its grip on higher education.

From 2016 through the end of the 2018–19 academic year, 163 colleges or universities in the United States closed or merged, according to the Chronicle of Higher Education. Of those, 55 were private not-for-profit schools—41 closed, 14 were consolidated through mergers. (Lawrence itself is the product of consolidation with the merger of Lawrence and Milwaukee-Downer Colleges in 1964.)

Even before the pandemic put a more intense squeeze on operating budgets, this trend was poised to accelerate. Private colleges with modest endowments and a heavy dependency on tuition income to pay the bills are running into turbulence as the student debt crisis alters the conversation for prospective students and the number of high school graduates begins a decline that’s expected to hit hard in five years.

As the economic chaos of the Great Recession exploded in 2008, family planning changed dramatically. Fewer people chose to have children, a trend that has continued. Do the math and you will see that those babies born in 2008 will be graduating from high school in 2026. Fewer graduates mean fewer college-bound students.

From 2026 to 2031, the number of high school graduates will decline 9%, putting new pressures on admissions offices and adding to the potential calamity for any college or university that hasn’t adequately girded itself for a changing marketplace.

Forbes’ College Financial Grades ranking, using data from the federal government’s National Center for Education Statistics database, was released in late November 2019. It didn’t paint a pretty picture for many colleges, and this was before the pandemic hit. It measured the financial health of 993 private not-for-profit institutions, looking at “balance sheet strength and operational soundness.” Of the schools graded, 675 earned grades of C or D, up from 434 in 2013.

Lawrence earned a robust B+, putting it in company with DePauw University, Middlebury College, Oberlin College, and Smith College, among others. Only 74 schools across the country were ranked as more economically sound than Lawrence.

Lawrence’s overall endowment has grown by more than 75% since Burstein’s inauguration in 2013, jumping from about $230 million to about $414 million over the past eight years. Much of the growth comes from increased philanthropy, led by the Be the Light! Campaign, but it also has been boosted by good stewardship on the investment front and an increased commitment to fiscal responsibility.

The Be the Light! Campaign raised $232.6 million, which Burstein announced in February at a virtual We Are the Light! event that officially brought the seven-year campaign to a close. Of that total, about $100 million has already been added to the endowment. Combined with trimming more than $5 million from Lawrence’s operating budget through recent cost savings and adjustments focused on administrative efficiency, the campaign positions the school to grow stronger while facing the difficult financial environment ahead.

The higher ed marketplace is reflective of what Jenna Stone ’00, Lawrence’s associate vice president of finance, calls the industry’s economic reality and Lawrence’s well-positioned place within it. Lawrence isn’t in the financial company of a handful of ultra-wealthy schools, mostly on the coasts, with overflowing endowments. And it happily isn’t in the company of those schools with limited endowments that are making headlines because of their various financial woes.

“Lawrence is in an increasingly tiny middle class,” Stone said, stable enough to be positioned for good health but not so flush with cash that it doesn’t have to work hard to keep things moving in a positive direction.

It’s a familiar story, not specific to higher education.

“It’s the same growing wealth inequality that we see among households in America, where the bottom 50% has largely stagnated for the last 15 years while the top 1% has gotten far wealthier,” Stone said. “We’re seeing that same kind of growing inequality of wealth among colleges and universities, where the wealthiest schools are getting increasingly wealthier. They’re getting more mega-gifts, their endowments are getting bigger and bigger and bigger.

“On the other end, you have generally small, not well-resourced liberal arts colleges, entirely dependent on tuition revenues that did not cover their fixed operating costs, hoping for years that things are going to get better. It becomes a vicious cycle, a downward spiral financially. These are a lot of the colleges that you see closing, merging or being acquired, or they are in the news because their debt or bond rating has been downgraded.”

Lawrence, Stone said, is in a much healthier place. The Full Speed to Full Need scholarship initiative has helped to solidify the school’s position as a financially stable institution with a progressive approach to meeting academically qualified students where they’re at and setting them up for success after college.

Mary Alma Noonan, Lawrence’s new vice president of finance and administration, said the key has been philanthropy.

“In addition to the scholarships, we have been really successful in getting endowment support for capital renewal of the campus, for academic enrichment through funded professorships, for programming that will help our students be successful, and for life after Lawrence,” she said. “We are eternally grateful to the thousands of donors who have supported these efforts year in and year out.”

In September 2019, Lawrence placed No. 26 on Forbes’ 2019 edition of the Grateful Graduates Index, a measurement of alumni giving at private, not-for-profit colleges. Lawrence was the only Wisconsin school to place in the top 70. It speaks to the strong relationship between the school and its alumni, a key to building and maintaining an enduring endowment.

When the waters get rough, a healthy endowment remains a university’s stabilizing force. In good times, a strong endowment provides resources for continual investment and renewal. In leaner times, it provides the runway needed to make thoughtful, strategic course corrections in the long-term interests of the institution. It is the key to any private college’s future sustainability, and the importance of Lawrence’s endowment growth over the past seven years cannot be overstated.

Endowments, of course, are not static. They are invested with the expectation that they will grow.

Lawrence’s endowment has seen a five-year average return on investment of 6.6%, which is above the 5% national average for institutions with similarly sized endowments, according to an annual study recently released by the National Association of College and University Business Officers. Lawrence’s 10-year average return, meanwhile, checks in at 8.5%, above the 7.6% national average.

The Board of Trustees’ Investment Committee manages the Lawrence endowment.

The university strives for intergenerational equity in the investments, a philosophy aimed at managing the investments with a long-term eye, reasonably limiting risk, while spending prudently so as not to sacrifice future generations for the benefit of this generation.

“Our goal is to steward the endowment in a way that it will serve Lawrentians 50 years from now as faithfully and as well as it serves the Lawrentians of today,” Stone said.

Admissions wall in Chapman Hall.

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Trend No. 3: Changing demographics are reshaping the admissions landscape

The Lawrence reality: The university’s admissions reach has long been transitioning from regional to national. The foresight to do so is paying dividends now.

The admissions landscape has been altered dramatically, and the storm clouds keep coming: The rules of when and how schools can recruit students have changed; the Varsity Blues admissions scandal that involved numerous well-known schools, mostly on the east and west coasts, exposed a flawed process; and admissions offices across the country are staring down the approaching steep decline in the number of available college applicants. Add to that a global pandemic that halted travel, severely limited campus visits, and rewrote on the fly the entire process of student recruitment.

Lawrence, with an enrollment of about 1,425, draws students from across the United States—and around the globe—in far greater numbers than in decades past. New investments in national and international recruitment started years ago, giving Lawrence a strong base to build on. That’s no small thing as the Admissions team looks toward significant challenges on the horizon.

Ken Anselment, vice president for enrollment and communication, said geographic flexibility is among the reasons Lawrence is well-positioned to navigate this ever-changing environment. But that’s not saying it’s going to be easy.

Consider that in 1999, more than 60% of Lawrence’s students came from the regional market of Wisconsin, Illinois, and Minnesota. If you include the rest of the Midwest, that number was closer to 75%. That’s a much different story than today, with classes coming in with a wider geographic footprint. About 50% of Lawrentians now hail from the Midwest, with Wisconsin, Illinois, and Minnesota comprising about 40% of the students.

The number of students coming from southern and western states or international locations, meanwhile, has more than doubled.

That doesn’t mean Lawrence has less interest in students from the Midwest. Rather, it’s been a strategic shift to reflect changing demographics, Anselment said.

“What you’re seeing is a shift where high school seniors in the country live, and the benefits of Lawrence’s national and international reach and reputation,” he said.

While the number of high school seniors across the country has generally been growing this millennium, from 2.85 million in 2001 to 3.77 million in 2019, that growth has not been evenly distributed. The western and southern parts of the United States have been growing while the rates of growth in northeastern and midwestern states have been flat to gradually declining, Anselment said. That’s all a precursor to the dramatic drop in numbers that is coming in five years, when those babies of the Great Recession begin hitting adulthood.

Lawrence has been preparing for that, and its admissions work has been purposeful in positioning the school to adapt to the changing market.

“This is the result of an institutional strategy we developed decades ago to raise Lawrence’s global visibility and, along with that, our enrollment of a globally diverse student population, which provides immense educational benefits in preparing Lawrentians to thrive in an increasingly interdependent global economy,” Anselment said.

The strategy, already paying dividends, allows Lawrence to approach the coming decline in college-age students from a position of strength. Not only does Lawrence have a great story to tell, it also has now firmly established itself in key markets.

The number of high school seniors in the U.S. is expected to peak at 3.93 million in 2025. From there, the decline will be sharp and prolonged.

“There will be far fewer of them, which means that an already competitive market for college students will become even more intense as we see a 10% drop in students from 2026 to 2037,” Anselment said.

That looks to be the new normal, with economics and lifestyle choices often cited for reasons that more young adults are opting not to have children. Birth rates fell to a 33-year low in 2019, according to the Centers for Disease Control and Prevention.

At the same time, the population of high school seniors is becoming more racially and ethnically diverse with each passing year. For Lawrence, that has increasingly become a point of admissions strength. From 2015 to 2020, the percentage of students of color at Lawrence has increased from 19% of the student body to 26%, said Kimberly Barrett, vice president for diversity and inclusion. The number of faculty of color also has grown over that five-year period, going from 13% of total faculty to 17%.

“Much work remains to be done,” Barrett said.

In addition to recruiting a student body and faculty that is more reflective of the nation’s demographics, Lawrence also is committed to better serving all members of its community. In the final years of his presidency, Burstein has committed the institution to ongoing antiracism work as both a strategic and moral priority.

Growing the campus’ diversity—racial and otherwise—has been an intentional part of Lawrence’s institutional commitment and bodes well for the challenges ahead, Anselment said.

“Much as the diversity of our academic and artistic offerings at Lawrence cultivate broad and deep intellectual competence, a diverse living and learning community at Lawrence reflects a global society,” he said. Anselment emphasizes that this drive to become a more diverse and inclusive university is not just for the educational benefit it offers. “This is a key component of our institutional values, one of which is to foster a diverse and welcoming learning community that embraces all members, including those marginalized by their identities.”

Anselment pointed to Lawrence’s strong partnerships with community-based organizations such as the Posse Foundation in New York, Achieve in San Francisco, Chicago Scholars, College Horizons, and the Davis New Mexico Scholars program, all of which work with students from historically underrepresented communities.

“We have surrounded our students with faculty, staff, spaces, and services to help create the kind of welcoming, inclusive, and equity-minded environment where they can thrive,” Anselment said.

The pandemic, of course, has altered everyone’s well-laid plans. For Lawrence, the commitment to geographic and cultural diversity continues even while the business of admissions is being rewired. The pandemic lockdown that came last March forced admissions offices across the country to find new, digital avenues for connecting to prospective students, from more elaborate online campus tours to video chats to digital college fairs.

None of it is perfect. But it’s not going away, even when the pandemic subsides. At least not all of it. New skills have been learned. New expectations have been built. New financial pressures are in play. Admissions offices will need to make adjustments, find the sweet spot between new-found efficiencies and time-honored traditions. What will become of standardized testing as more schools go test-optional, something Lawrence blazed a trail with more than 15 years ago? Will travel to college fairs and other face-to-face recruiting return to previous levels? Will students demand it? Will they ask for something different?

It’s all part of the daily conversation for Anselment and his colleagues.

“How can we use this time of upheaval to advance our cause?” he said. “Consider this a dress rehearsal for the markets so many of us will face in 2026.”

Students studying in the geosciences now have an option to major in environmental science. (Photo by Danny Damiani)

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Trend No. 4: The rolling back of liberal arts offerings, rise of online-only education

The Lawrence reality: The university is staying committed to its liberal arts principles while adding or strengthening key academic programs and embracing a holistic, personal approach to educating its students.

The growth in jobs tied to coding, data science, and other STEM-related fields in recent years has put liberal arts programming as traditionally conceived in the crosshairs of those who believe a college education need be nothing more than job prep.

Cuts, or proposed cuts, to liberal arts offerings at, among others, the University of Akron, McDaniel College, and Ithaca College have drawn national attention. The University of Wisconsin-Stevens Point, located 60 miles west of Appleton, was in the spotlight in 2018 when it floated a plan to eliminate 13 majors, mostly in the humanities, as part of campus-wide budget cuts. It eventually reversed course.

Online-only programming has pushed the same argument. Get a degree. Get a job. The end.

The pandemic, meanwhile, pushed colleges across the board, including Lawrence, to quickly move all or most of their classes to distance learning. That has reshaped conversations going forward about digital classrooms. It brought new skills and new comfort with distance learning technology, and as post-pandemic classes return to in-person interaction, some of that new-found digital know-how will surely be in play. But video classrooms also spotlighted a deep desire for face-to-face learning. A Stanford University study released in February reported that “Zoom fatigue” is a real thing that is taking a toll on our physical and mental well-being.

The past year of seclusion and isolation also has reminded us of the joys of an education that spans the disciplines. Even before the pandemic, there was a growing push-back in defense of a liberal arts education, one that not only leads students to successful careers but also preps them with the skills to navigate a well-lived life. Yes, the marketplace is asking for more computer science majors, but when those coders and data scientists come out of a liberal arts school, they come equipped with the ability to lead, to collaborate, to think critically, and to grow into well-rounded contributors in and out of their areas of study.

In a report released in January 2020, the Georgetown University Center on Education and the Workforce affirmed what Lawrentians already know—a liberal arts education is a worthwhile investment. The report, a rebuke of the short-sighted approach that suggests colleges should be doing nothing more than prep work for that first job, stated that the return on investment (ROI) for liberal arts colleges continues to grow at greater rates than other colleges over the course of a lifetime.

The study “finds that the median ROI of liberal arts colleges is nearly $200,000 higher than the median for all colleges. Further, the 40-year median ROI of liberal arts institutions ($918,000) is on par with those of four-year engineering and technology-related schools ($917,000) and four-year business and management schools ($913,000).”

Lawrence has continued to embrace the benefits of its liberal arts offerings while expanding programs to address areas of opportunity—among them a new major in computer science, a new minor in data science, enhanced offerings in neuroscience, a new degree program in music, expanded opportunities in creative writing, and the latest, a new major in environmental science. More are in the pipeline.

In 2021, The Princeton Review once again included Lawrence as one of 200 schools on its recommended list of Best Value Schools, based on return on investment. It considered more than 40 data points covering academics, affordability, and career preparation in making its recommendations.

“The liberal arts philosophy at Lawrence is as strong as ever,” said Provost and Dean of Faculty Catherine Gunther Kodat. “The widening mix of academic opportunities and a campus-wide effort to educate the whole student is the 21st-century liberal arts formula to best prepare students for a rapidly changing world. It’s what sets liberal arts institutions such as Lawrence apart, and why proponents of the liberal arts should continue to push back emphatically when critics question their value in today’s marketplace.”

“There’s an awareness of the full range of opportunities,” Kodat said of liberal arts schools. “To think about a career not just in terms of a job, but also the kind of person you want to be—the kind of artist or thinker or philanthropist, imagining yourself being in a place at some point in the future where you could do good in the world and envisioning how that would happen. Liberal arts colleges offer a course of study that is all about enabling that exploration. It’s a wonderful combination of open-ended exploration and directed study.”

A 2019 report from the Andrew W. Mellon Foundation rallied to the defense of the liberal arts philosophy, but with the caveat that colleges and universities must continue to adapt to a changing world. The report, authored by Catharine B. Hill and Elizabeth Davidson Pisacreta, both economists with Ithaka S+R, called the perception that liberal arts colleges are not graduating students in math and science fields a myth. High-level education in STEM fields is alive and well.

Lawrence has long fit the bill. It has sought-after programs in biology, biochemistry, chemistry, physics, and mathematics, to name a few, and has now added depth and range in areas of cognitive neuroscience, computer science, and data science. A $1 million grant from the Howard Hughes Medical Institute to implement its Inclusive Excellence Initiative is helping to catalyze efforts to engage science students of all backgrounds and identities.

The recent additions or enhancements to those key academic programs have added strength to an already robust curriculum. Computer science, long a part of the mathematics offerings, can now be pursued as a major on its own. And data science, where demand in the marketplace has grown mightily over the past few years, was introduced as a minor in the 2020–21 academic year, strengthened by the recent additions of two talented faculty members—Andrew Sage and Abhishek Chakraborty, both assistant professors of statistics—with deep interest in studying large and often complex data sets. Meanwhile, the Dennis and Charlot Nelson Singleton Professorship in Cognitive Neuroscience has been added to serve as an important bridge between offerings in cognitive science, cognitive psychology, and neuroscience.

Also, the J. Thomas Hurvis Professorship of Organizational Psychology and Collaboration is a new position that has applications across all departments on campus as it teaches business and management science through a liberal arts lens. A new creative writing track was introduced to add options for English majors. And the new environmental science major will add new paths for students seeking a more science-focused curriculum tied to environmental studies and the climate crisis. New programs including an international relations major and health and society minor have also just been added to the curriculum.

In the Conservatory of Music, the path in was widened with the introduction of the Bachelor of Musical Arts (B.M.A.) degree, which offers a different auditioning landscape and puts a greater focus on improvisational performance and other music-related possibilities. Other changes in degrees for music majors are being explored, part of an attempt to encourage a greater breadth of musical exploration.

Those changes don’t soften the liberal arts approach; they strengthen it, Kodat said. It’s important to stay true to liberal arts principles while also remaining nimble enough to make strategic adjustments as the world changes. That’s particularly critical in some of the science and math fields, where Lawrence has long excelled and where pragmatic training is part of the drill.

Mixing those skills with the wider liberal arts education puts Lawrence students in position to not only excel in their first jobs out of school but to confidently transition to the job after that and the job after that as career demands and interests change.

“We are at a place right now as a world—in terms of technology, in terms of where the economy is going—where we actually don’t know what the big careers are going to be even five years from now,” Kodat said. “What I think employers are looking for are graduates who are creative thinkers, problem-solvers, can work in a group, understand what community is. That’s the kind of experience that only a liberal arts education can give you.”

On the Student Life side, meanwhile, the changes are already being implemented to strengthen the liberal arts experience, with more to come. The close, one-on-one relationships that have been a hallmark of a Lawrence education inside the classroom are extending outside the classroom.

Vice President for Student Life Christopher D. Card said Lawrence is adjusting its co-curricular experience to meet the needs of today’s students, adopting a holistic approach to Student Life that is strengthening the liberal arts experience.

The pandemic brought massive, if temporary, changes to life on campus, with mask-wearing and physical distancing being built into the safety protocols that came with the reopening of campus in the fall. As we look ahead with hopefulness to something resembling normalcy, Card said the commitment to a holistic approach to the student journey remains. That includes the ongoing transformation of career preparation, wellness services, mental health support, spiritual life, and academic advising, as well as a new emphasis on mentoring across campus.

“I think folks come here because they expect a particular relationship to emerge, certainly with solid academics and rigor,” Card said. “They want to be challenged. They want to know they are getting a first-rate education, but also a first-rate experience outside of the classroom in terms of their own personal growth and development.”

Wellness on campus, for example, was already being reimagined before the pandemic arrived.

“Right now, we have three entities under the proverbial umbrella of wellness—physical health, with the director of health and the nurses in that space; the counseling center, which focuses primarily on the emotional and mental well-being; and then recreation,” Card said. “That is an umbrella that is expanding more and more as we get into everything from nutrition to activities to exercise to diet to mindfulness, and so on.”

That includes being responsive to mental and emotional health concerns of students. That has been a priority before and during the pandemic and will continue to be when the pandemic is in the rear-view mirror.

“Mental health is going to be on our agenda for the foreseeable future,” Card said. “We want this to be a place where we minimize any stigma so we can eliminate any reasons for a student not to come in and say, ‘I need help.’ I think the critical thing families and prospective students need to understand is we’re supportive, this is a place that supports and affirms.”

That supportive and inclusive approach also has played out in tending to students’ spiritual or religious interests. Linda Morgan-Clement, the inaugural Julie Esch Hurvis Dean of Spiritual and Religious Life, and Terra Winston, associate dean of spiritual and religious life, now staff the Esch Hurvis Center for Spiritual and Religious Life. They played key roles in guiding students who had to go through quarantine or isolation in Kohler Hall during the pandemic.

Tending to spiritual needs has had an increased focus on campus since Morgan-Clement came on board in 2016, an endowed position that came out of the Be the Light! campaign. The increased programming at Esch Hurvis Center then led to the creation of the associate dean of spiritual life position in 2018.

Also, a $1.5 million investment courtesy of Be the Light! has relocated and modernized the Center for Academic Success on the second floor of the Seeley G. Mudd Library. The new space offers more visible and efficient academic support for students, focused on everything from tutoring to accessibility services to academic counseling.

That’s all part of the approach of tending to the whole student, Card said.

Card said it’s increasingly important to meet the needs of students as they progress through Lawrence, from arriving as first-years to heading into life after Lawrence four years later. The mission of Student Life, he said, is to help guide that journey in positive, affirming ways.

“There’s a certain pattern and rhythm that goes along with student life,” he said. “I think what we’re trying to do now is better align how we train in that space.”

With that has come new investments in the Career Center, courtesy of $5 million from the Be the Light! campaign. The past two years has seen the launch of Career Communities, an online resource guide divided into groupings of related fields or potential career interests, and Viking Connect, an online platform to better connect students with alumni employed in fields of interest. And Mike O’Connor was hired as the first Riaz Waraich Dean for the Career Center & Center for Community Engagement and Social Change. That’s all brought new engagement between students and alumni and has resulted in an uptick in experiential learning opportunities.

“We’ve started engaging students earlier about careers,” Card said. “In this first full year of rolling out Career Communities, we’ve engaged more than 80% of the first-year class already. That’s space we knew we needed to get better at. We’re already seeing results.”

Part of that is encouraging and nurturing mentorship on campus. Lawrence has been blessed with a long tradition of positive mentoring relationships between faculty and students. That comes in part because of Lawrence’s 8-to-1 student-to-faculty ratio. The work in the Career Center, including via Viking Connect, is now clearing the path for similar relationships between students and alumni.

“A very good friend of the university, an alum, frequently asks me and asks students, ‘Who is your person?’, and by that he means, who do you count among your supporters here?” Card said. “Who is giving you good advice? Who is holding you to account? Who is one of the angels granting safe passage? I think that’s what we’re trying to do, to figure out; how do we install a whole bunch of angels who grant safe passage along the way?

“My hope is that a student will be able to come to Lawrence and find they can find strong and willing mentors in the classroom, that they’re in the halls, that they’re in organizations they become members of, that they’re on the athletic fields along with them. And when they look around, they realize that this is a place that offers more support than they probably imagined.”

That, Card said, is part of that synergy between the academic opportunities of a liberal arts campus and the student experience.

“I think what makes students sort of feel a better sense of place and purpose is when we infuse the academic journey with a focus on affinity, a deepening sense of belonging, building connections to those around you, and really forming relationships that are truly supportive,” Card said. “It’s going to be challenging. I’m not one who thinks college should be easy. I don’t think anyone ever promised that. I tell parents all the time, ‘The critical thing is, when things get tough, will your child find that there is ample support to navigate that?’”

Research and other experiential learning opportunities have grown in recent years, including here in the Briggs Hall greenhouse. (Photo by Danny Damiani)

Eye on the future: Prepared to thrive

The coming months and years will not be easy. Lawrentians will be challenged time and again to stay committed to the things that have made Lawrence strong for the past 174 years.

But, thanks to Burstein’s leadership, the support of the alumni community, and talented and committed faculty and staff, the pieces are in place for Lawrence to thrive amid those challenges. The philanthropic support via the Be the Light! Campaign, the strategic growth of key academic offerings, and the university’s increasingly national and global reach has Lawrence prepared for these difficult waters.

Through it all, Card said, the focus will remain on the students—those who are here today and those who will be coming in generations ahead.

“We are catering to folks who love learning, who we want to prepare for life,” he said. “This is not just about these four years and the year or two after. This is a place that will embed you with some serious skills to navigate life.

“If you talk to alums, that’s what they’ll tell you. If you talk with faculty, that’s the approach they are taking. And I think, truly, when you get into the heart of what the student is coming here for, it’s not just about simply getting a college degree; it’s about getting a life degree.”

Continuing to make that happen will take an ongoing commitment from all of the Lawrence community, Burstein said. Lawrentians have already shown a willingness to rise to the occasion.

“Our efforts to enhance the education we offer and to make it affordable to all families has resonated in the marketplace,” Burstein said. “It’s allowed Lawrence to thrive while other institutions have struggled.”

Ed Berthiaume is director of public information at Lawrence University. Email: ed.c.berthiaume@lawrence.edu

President Burstein announces plan to leave Lawrence at end of academic year

President Mark Burstein

Story by Ed Berthiaume / Communications

Mark Burstein, president of Lawrence University since 2013, will leave the post at the end of the 2020-21 academic year, he announced Friday in a letter to the Lawrence community.

Burstein called his time at Lawrence the “greatest honor and pleasure of my professional life,” and said he made the difficult decision to leave for family reasons. He and his husband, David Calle, will return to the East Coast to be near their parents.

He is the 16th president in Lawrence’s history, which dates back to its founding in 1847. He has overseen notable changes over the past seven years, including significantly lowering student loan debt for graduating students through the Full Speed to Full Need initiative, fostering a more diverse, inclusive, and equity-minded campus culture, and launching or enhancing curricular programs in, among other areas, data science, musical arts, neuroscience, and global studies. The University’s endowment has grown by 70% during his tenure thanks in part to the ambitious $220 million Be the Light! Campaign, which launched six years ago and is on track to reach its fund-raising goal before the campaign concludes in December.

Burstein is beginning his eighth and final year at Lawrence with the start of Fall Term on Monday. He said he will “serve as your president for this academic year with all of my focus and energy” before stepping away on June 30. 

“With the end of our strategic plan in sight and the completion of the Be the Light! Campaign this December, it seems like an appropriate juncture in the arc of the University to prepare for new leadership,” Burstein said in his message. “The pandemic has also made it difficult for David and me to keep connected to our parents during an important period in their lives.”

David C. Blowers ’82, chair of the Lawrence University Board of Trustees, praised Burstein for his “deft and compassionate leadership” and said his work over the past seven years has positioned Lawrence well to succeed amid the many challenges facing higher education in the coming years.

“During Mark’s tenure, our curricular offerings became deeper and broader, applications and the endowment increased dramatically, and our community became more diverse, inclusive, and equity-minded,” Blowers said in a message to the Lawrence community. “Thanks to his dedication and service, Lawrence is well positioned for the future.”

A national search for a new president will begin immediately, Blowers said. A Presidential Search Committee will be formed, with membership from trustees, alumni, faculty, students, and staff. A national search firm will be selected to assist with the search.

“We expect to select a search firm shortly and have every expectation that we will select a new president during the Winter Term,” Blowers said.

The Presidential Search Committee will launch a web page shortly to provide updates and solicit input from the Lawrence community.

“In these moments of transition, it is important to find time to celebrate our progress and imagine our future,” Blowers said. “I hope the entire University community will join us in both activities.”

While Burstein’s focus now is on launching the Fall Term during these unprecedented times, he said there will be plenty of opportunity for celebration and reflection as the year goes on.

“We have accomplished so much together: launching new curriculum and teaching methods; renewing campus infrastructure; and deepening our commitment to diversity, inclusion, and equity,” he said. “I have had the privilege of participating in the lives of smart and caring students. Our endowment has grown more than 70%, which has helped us make Lawrence more affordable and decreased the average debt of our graduates. Many talented faculty and staff have joined us with their energy, insights, and new ideas. You have welcomed David, Homer, and me into this beloved learning community with open arms. We have established friendships that will endure for the rest of our lives.”

Ed Berthiaume is director of public information at Lawrence University. Email: ed.c.berthiaume@lawrence.edu

Burstein calls for thoughtful, impactful leadership on global climate crisis

President Mark Burstein speaks at the podium from the stage of Memorial Chapel during Thursday's Matriculation Convocation.
Lawrence University President Mark Burstein speaks during Thursday’s Matriculation Convocation in Memorial Chapel.

Story by Ed Berthiaume / Communications

Lawrence University President Mark Burstein, speaking Thursday at the Matriculation Convocation to launch the school’s 2019-20 academic year, encouraged members of the Lawrence community to provide constructive leadership on the growing global climate crisis, and to bridge political differences along the way.

Burstein called the climate crisis “the central challenge facing society today,” and said it is the university’s responsibility to teach climate science to its students, to raise awareness of the issues and challenges and to converse respectfully with people who dismiss the science.

“It is crucial that we engage with those who dismiss the findings of 97% of climate scientists who now confirm that a climate crisis has begun, and that human activity is a root cause,” Burstein said as he addressed faculty, students and staff in Memorial Chapel on the fourth day of the fall term. “We need to continue to broaden the learning opportunities we offer and to avoid partisan framing of the climate crisis if we aim to reach all of our students, faculty, and staff. Thanks to the interdisciplinary nature of the Environmental Studies program, we offer a wide array of learning opportunities for students to consider how human activity impacts the natural world.”

The convocation, the first of three to be held during the academic year, included the traditional march of faculty, adorned in their academic dress, and music from students of the entering class. But it was Burstein’s call for climate crisis leadership that took center stage.

Faculty members, adorned in their academic dress, proceed from the Music-Drama Center to Memorial Chapel on Thursday.
Lawrence University faculty move their procession toward Memorial Chapel for Thursday morning’s annual Matriculation Convocation.

He encouraged those in attendance to draw on their own experiences with nature, to consider deeply how human activity is affecting resources we interact with close to home and on our travels.

“Experiences can sensitize us to the deep and far-reaching effect that the climate crisis will have,” Burstein said. “My year as a farmer during a break between high school and college changed my views and established conservation as central to my personal values. Living directly in the cycle of a dairy farm significantly influenced the way I thought about the natural world.

“I’m sure you have your own connections to nature. Could we find ways to encourage all of us to explore the rich natural resources of northeastern Wisconsin and Door County? Could this be a way to reach students who might otherwise avoid enrolling in an Environmental Studies course or joining an environmental organization? Are there ways we can more closely tie the prodigious natural world that surrounds us into our curriculum?”

Burstein highlighted the fires that are threatening the Amazon, the extreme conditions affecting areas from Alaska and the Arctic to the Canary Islands and California, and the increasingly extreme weather patterns being experienced here in the Midwest.

He noted statistics from the World Bank that show an average of 24 million people per year since 2008 being displaced by weather events, and projections that those numbers will rise dramatically.

Lawrence has initiatives in place and established programs available to teach about environmental issues, be it from economic, policy, cultural, biological, chemical, or geoscience perspectives. Impressive gains in recent years have been guided by faculty members such as Jeff Clark, Marcia Bjornerud, and David Gerard, and sustainability coordinator Kelsey McCormick. But, Burstein said, there’s more work to be done all across campus to better inform and engage on the challenges we face now and those we’ll be handing off to future generations.

He pointed to the polarizing effect politics is having on the climate crisis debate, and implored those in the Lawrence community to stay attentive no matter how frustrating it might get.

“Even those who agree that a climate crisis is real approach the issue now with an incapacitating fatigue,” Burstein said.

“No amount of improved communication seems to weaken the feeling that this crisis is inevitable, that nothing we do can change the course of this unfolding natural disaster,” he added. “This attitude prevents important interventions.”

President Mark Burstein speaks during Thursday's convocation in Memorial Chapel.
Memorial Chapel drew faculty, students and staff on Thursday for the Matriculation Convocation. It was the first of three convocations that will be held this academic year.

Protecting the environment and prepping the Earth for future generations hasn’t always been embedded in a political chasm. When the leaders of 12 national environmental organizations were asked to rank the “greenest” U.S. presidents, they chose Teddy Roosevelt, Richard Nixon, Jimmy Carter, and Barack Obama, in that order, Burstein said.

“Two Republicans and two Democrats,” he said. “Conservation was central to Teddy Roosevelt’s vision for America’s future. He preserved land and natural beauty at the Grand Canyon, Yosemite, and hundreds of other locations across the country. Richard Nixon founded the Environmental Protection Agency, banned DDT, and created the regulatory infrastructure that continues to this day. But this public consensus is disappearing.”

It’s time to reclaim the conversation, Burstein said, challenging college campuses to lead the way, to infuse climate science across the curriculum and to foster intelligent and productive conversation, all the while prepping tomorrow’s leaders to be environmentally astute and informed no matter their political affiliations.

“For us, now, to engage our entire community, we must provide a learning environment in which we can all participate without criticism or rejection,” Burstein said.

“I hope you will commit yourselves, with me, to making sure that this generation of Lawrentians will graduate with the knowledge, the tools, and the energy to provide leadership on the most important challenge that faces all of us in this century.”

Ed Berthiaume is director of public information at Lawrence University. Email: ed.c.berthiaume@lawrence.edu

President Burstein talks liberal arts education on WPR ‘Morning Show’

Lawrence University President Mark Burstein joins host Kate Archer Kent Thursday morning on Wisconsin Public Radio's "The Morning Show."
Lawrence University President Mark Burstein joins host Kate Archer Kent Thursday morning on Wisconsin Public Radio’s “The Morning Show.”

Lawrence University President Mark Burstein appeared Thursday morning on Wisconsin Public Radio’s “The Morning Show” with Kate Archer Kent to talk about challenges facing higher education, the value of a liberal arts college and the need to assist students in navigating the costs of college.

Below are excerpts from what President Burstein had to say on the live show. To listen to the interview, click here.

On the type of connection a private institution such as Lawrence can have with the surrounding community:

“One of the things that really drew me to Lawrence and the Fox Cities was what I would consider a symbiotic relationship between the college and Appleton and the Fox Cities. Appleton is actually named for Amos Lawrence’s wife, her maiden name. And that relationship, that connection is so alive and well today. We collaborate on so many different things, Appleton and Lawrence, and we really both together create a more vibrant place for all of us to live.”

On the draw to a private liberal arts college?

“We do provide a different type of education. The faculty-student ratio at Lawrence is 8 to 1, which allows us to provide a more individualized, engaged learning experience for every student on campus. And that can be summer research opportunities in laboratories or it could be individualized study.”

On helping students navigate costs of college?

“At Lawrence, this has been a real focus for us. … Our stated price is about $57,000 a year. But 98 percent of our students get aid. And that aid on average is half the cost. So, it halves the costs every year.

“And we’re really trying to raise even more money to increase that grant aid to students and families. Right now, our average debt that a student graduates with is $31,000. That has decreased over the past six years. And we’re trying to get it down to about $25,000. So, for Lawrence, it is a sustainable proposition. We’re really trying to raise more money to support every student and family to ensure they can afford a Lawrence education.

“On the other hand, not every private institution has the kind of resources Lawrence has. We have an endowment that’s over $300 million. We have an extraordinarily generous community that surrounds us. It’s really something that students and families have to think about. What is the debt you would have to take out for a four-year college education, and is that sustainable for you?”

On how the Full Speed to Full Need campaign came about at Lawrence?

“Full need means the institution, the college or university, has enough resources to support every family to the level that federal methodology says that we should. What surprised me … is that there are only 70 full-need institutions in the country. And there are over 3,000 institutions that teach undergraduates.

“One student came in … said he was working 38 hours a week, he already took out $20,000 in debt, he was a first-term sophomore and he needed to take out more to complete that year. … His parents were divorced, his dad had just been evicted from his home for not paying his rent, his mom worked in a bookstore, and he loved it at Lawrence and wanted to stay there. And I started by saying, maybe you should think about transferring to your local state institution, where maybe the finances would be different for you. He said, ‘Mark, you didn’t hear one part of what I just said, which is I love it here.’ …

“So that started me on this odyssey of what it means to be full need. Thanks to the extraordinary generosity of the Lawrence community we’ve now raised $79 million in scholarship aid, which goes into the endowment and supports students and families absolutely every year, including that student, who did graduate from Lawrence with more aid.”

On the battle to keep enrollment numbers up?

“In general, we are seeing declining enrollment in colleges across the board, both in public and private institutions. We see that in the UW System as well. That’s a demographic change, which is we have fewer high school seniors graduating in the United States. …

“Lawrence is very fortunate in that we have a student body of 1,500, and strong demand for the education we offer. About 25 percent of our students come from the state of Wisconsin, but 75 percent come from elsewhere. We have 47 states represented on campus and actually over 70 countries around the globe. That kind of demand is essential for both the future of Lawrence but also for the learning experience; interacting with this diverse population is part of the learning we offer.”

President Mark Burstein stresses the value of inner character in charge to UW-Fox Valley graduates

Lawrence University President Mark Burstein served as principal speaker at UW-Fox’s 2015 commencement ceremonies. Photo by Max Hermans.

Lawrence University President Mark Burstein told graduates at UW-Fox Valley that “striving for inner character – to be kind, brave, honest or faithful – is as important or maybe more for your success than the degree you receive tonight” during the college’s spring commencement ceremonies.

Burstein served as the principal speaker May 20 for the Menasha campus’ annual graduation exercise held in the UW-Fox Fieldhouse, during which 224 Associate of Arts and Science degrees were awarded.

As part of the festivities, UW-Fox surprised Burstein by awarding him an honorary Associate of Arts and Science degree.

Burstein is the second Lawrence president to deliver UW-Fox Valley’s commencement address, joining Richard Warch (1979-2004), who served as commencement speaker for the 1989 ceremony.

In his remarks, Burstein assured the graduates that their experience at UW-Fox Valley helped build their inner character “as you read and listened and talked to each other in and out of class.

“Look back and take account of the learnings you gained from this experience,” Burstein said. “They will serve you well, surely as well as what you learned in books from English, biology and economics classes.”

He also credited the students’ UW-Fox Valley education for preparing them for a life of “deeper inquiry.”

“We live in a complicated time where opposing viewpoints are often expressed with great fervor and without consideration for other perspectives,” Burstein said. “It is easier than ever to take at face value the information available on the Internet, television and the press.

Martin Rudd, UW-Fox Valley Campus Executive Officer and Dean (left) and Lawrence University President Mark Burstein share a moment prior to UW-Fox’s 2015 commencement ceremony. Burstein delivered the commencement address. Photo by Max Hermans.

“What has always been and what will always be more challenging, but I would argue also more rewarding, is to consider the issues that face this state, nation and world using the critical analysis you have employed in the service of your education to determine your own views and to help you plot your course in the years to come.  You have learned to question. That is an important and useful skill. It is a skill that builds character.”

Burstein issued a challenge to the graduates as they prepare to move on to the next chapter of their lives and confront the decisions and challenges that await them.

“Aim high and be bold,” he said. “The world is waiting for your talent and leadership.”

Watch President Burstein’s address.

About Lawrence University
Founded in 1847, Lawrence University uniquely integrates a college of liberal arts and sciences with a nationally recognized conservatory of music, both devoted exclusively to undergraduate education. It was selected for inclusion in the Fiske Guide to Colleges 2015 and the book “Colleges That Change Lives: 40 Schools That Will Change the Way You Think About College.” Engaged learning, the development of multiple interests and community outreach are central to the Lawrence experience. Lawrence draws its 1,500 students from nearly every state and more than 50 countries.

Lawrence Receives Record $25 Million Gift for Scholarship Endowment

A lives changer.

That’s how Lawrence University President Mark Burstein sees a $25 million anonymous gift the college has received to support student scholarships.

major-gift-news-blog2The $25 million gift is the largest in Lawrence history and will be used to establish an endowed scholarship to help meet the financial need for future Lawrence students. It is a dollar-for-dollar matching gift that will result in a new $50 million in additional endowment to support scholarships.

“A gift this size will truly change lives. We are humbled by the donor’s generosity,” said Burstein. “This gift and subsequent matching support will further enhance Lawrence’s role as a catalyst for social mobility.

“The magnitude of a $25 million gift is really immeasurable, but we know it will impact generations of students from across the country and around the world,” Burstein added. “The students who benefit from this gift will go on to make a difference in their home communities. That will be the ultimate dividend of this gift.”

“Few moments happen in the more than 160-year history of an institution like Lawrence that are truly transformative. This is one of them,” said Terry Franke, a 1968 Lawrence graduate and current chair of the college’s Board of Trustees. “A boost of $50 million in our endowment guarantees that Lawrence remains affordable for generations to come. I’m sure it will excite our alumni as much as it does me.”

Based on the average financial aid package for the 2014-15 academic year, the endowment draw from this gift will allow Lawrence to offer financial aid awards that meet the full institutionally demonstrated financial need of at least 50 students each year in perpetuity.

“The magnitude of a $25 million gift is really immeasurable, but we know it will
impact generations of students from across the country and around the world.”
— President Mark Burstein

Since becoming Lawrence’s 16th president in July 2013, Burstein has made affordability a central institutional priority.

Major-Gift_newsblog#2“We fully realize college costs can be a financial burden, which is why we are so focused on scholarship support,” said Burstein. “With this gift, along with an institutional commitment to contain expenses and manage tuition growth, we aim to help students from all backgrounds attend Lawrence and reap the benefits of a challenging and rigorous education.”

The importance of a college degree in improving a person’s social mobility was underscored in a 2008 Brookings Institution report, “Getting Ahead or Losing Ground: Economic Mobility in America.”

According to the report’s authors, when children born into the bottom fifth of the United States of the income distribution earn a college degree, their chances of making it to the top fifth of income earners nearly quadruple, and their chances of escaping the bottom income quintile increase by more than 50 percent. While half of all people from high-income families have a bachelor’s degree by age 25, only 1 in 10 people from low-income families do.

The record-setting gift comes on the heels of other positive financial news for Lawrence. The college is coming off its best year ever for gifts to its annual giving program — the Lawrence Fund — with an institutional record $3.7 million raised during the 2013-14 fiscal year.

The Lawrence Fund provides nearly 10 percent of the college’s annual operating budget. It helps bridge the gap between what students pay in tuition and actual operating costs and in conjunction with endowment earnings, helps reduce each student’s tuition by more than $10,000 per year.

In July, Lawrence announced a $2.5 million gift to expand its current teacher education program to include elementary teacher education certification beginning in the fall of 2015.Major-Gifts_newsblog_4

Earlier this year, Lawrence received a $2.1 million grant from the U.S. Department of Education’s Title III SIP program for a comprehensive program designed to increase the graduation rate of at-risk students.

“Collectively these gifts and grants have fueled considerable institutional momentum that will help our students have a positive, productive experience while they’re here and prepare them to succeed in a rapidly changing world,” Burstein said.

Lawrence’s previous largest gift was $16 million in 2006 for the Warch Campus Center.

For the 2014-15 academic year, Lawrence provided $33.4 million in institutional financial aid.

Ninety-six percent of Lawrence students are receiving need and/or merit based financial aid for the 2014-15 academic year.

The average need-based student financial aid package for the current school year is $35,600.

For the current school year, 21 percent of Lawrence students are receiving federal Pell Grants, which are given to undergraduates from low-income families with the highest need.

As for June 30, 2014, Lawrence’s endowment was nearly $250 million and experienced a 16.2 percent investment return over the fiscal year.

About Lawrence University
Founded in 1847, Lawrence University uniquely integrates a college of liberal arts and sciences with a nationally recognized conservatory of music, both devoted exclusively to undergraduate education. It was selected for inclusion in the Fiske Guide to Colleges 2015 and the book “Colleges That Change Lives: 40 Schools That Will Change the Way You Think About College.” Individualized learning, the development of multiple interests and community engagement are central to the Lawrence experience. Lawrence draws its 1,500 students from nearly every state and more than 50 countries.

White House Cites Lawrence University as One of 100 Colleges Committed to Assisting Low-Income Students

A peer mentoring program and increased academic support services are among the commitments Lawrence University has pledged to help more low-income students attend and complete college.

Mark Burstein_newblog2014
President Mark Burstein

Lawrence joined a select number of colleges and universities in the country publicly pledging plans to assist low-income students as part of a higher education summit hosted Thursday (1/16) by President Barack Obama and First Lady Michelle Obama at the White House.

The administration released the promises — financial or otherwise — of 100 institutions and 40 organizations aimed at assisting more low-income students attend college.

Lawrence and UW-Madison were the only Wisconsin institutions included in the White House-issued report “Commitments to Action on College Opportunity.”

“Affordability and access to a quality college education are Lawrence’s top priorities,” said President Mark Burstein. “Our plans address families’ financial burden and provide resources to assure a successful experience through graduation.”

Lawrence’s current efforts include providing need-based financial aid to about two-thirds of its students annually. Twenty-two percent of Lawrence students have extremely high financial need and qualify for federal Pell Grants. The college also enrolls a substantial number of first-generation students. Typically 10 to 15 percent of each class of degree-seeking students do not have parents who attended college.

In 2006, Lawrence was at the forefront of colleges nationally to implement test-optional admissions, helping to level the admissions playing field for low-income students who cannot afford expensive test-preparation services.

Among the additional steps Lawrence is pledging include:

Enhanced current partnerships with community-based organizations (CBOs), including College Possible, College Horizons, the Posse Foundation and several others throughout the Chicago area to expand enrollment of students well matched for Lawrence. The expanded partnerships are expected to more than double the number of students from CBOs matriculating at Lawrence, beginning in fall of 2015.

Increased academic support services, including the addition of new staff positions, to provide greater individualized assistance to help students overcome obstacles and stay on a path to graduation.

Creation and implementation of a summer bridge program focused on equipping at-risk students with the skills and resources needed for successful transitions into and throughout their college experience.

Greater emphasis on a peer mentoring program to help first-year students navigate academic and personal challenges, build habits for success and learn to thrive at Lawrence.

Implementation of a new retention management system that will provide better early warning of students who may be struggling and then more effectively delivering services that support student success from enrollment to graduation.

Enhanced training for faculty advisors to equip them with evidence-based strategies for supporting the success of high-need students.

“Taken together, we believe these initiatives will address White House and Lawrence goals to provide greater access to qualified students who might otherwise find a Lawrence education beyond their reach,” said Burstein.

About Lawrence University
Founded in 1847, Lawrence University uniquely integrates a college of liberal arts and sciences with a nationally recognized conservatory of music, both devoted exclusively to undergraduate education. It was selected for inclusion in the Fiske Guide to Colleges 2014 and the book “Colleges That Change Lives: 40 Schools That Will Change the Way You Think About College.” Individualized learning, the development of multiple interests and community engagement are central to the Lawrence experience. Lawrence draws its 1,500 students from nearly every state and more than 50 countries.

Lawrence President, Provost Issue Statement Opposing Academic Boycotts

In response to calls by several academic associations for a boycott of Israeli academic institutions because of that country’s occupation of Palestinian territories and restrictions on Palestinian students and scholars, Lawrence University President Mark Burstein and Provost and Dean of the Faculty David Burrows have jointly issued the following statement.


“A central principle of a liberal arts education is the ability to discuss differing opinions in an environment that supports the exchange of ideas and the learning that comes from that exchange.  At Lawrence we have supported this value of discourse since our founding 167 years ago.

“The longer we live and work within an academic community, the more deeply we are convinced that our most precious possession is the freedom to speak what we think, and to listen thoughtfully to one another.  Whatever our political commitments, whatever the nature of any government’s policies, no boycott should interfere with this freedom of academic discourse either here or at universities elsewhere in the world.  So we have joined the officers of other American universities, the American Association of University Professors, the Executive Committee of the Association of American Universities, and the President of the American Council on Education—all of whom oppose the call by the Association of American Studies to boycott Israeli academic institutions.”

Mark Burstein, President
Dave Burrows, Provost and Dean of the Faculty

About Lawrence University
Founded in 1847, Lawrence University uniquely integrates a college of liberal arts and sciences with a nationally recognized conservatory of music, both devoted exclusively to undergraduate education. It was selected for inclusion in the Fiske Guide to Colleges 2014 and the book “Colleges That Change Lives: 40 Schools That Will Change the Way You Think About College.” Individualized learning, the development of multiple interests and community engagement are central to the Lawrence experience. Lawrence draws its 1,500 students from nearly every state and more than 50 countries.

Thunderbird School of Global Management Executive Named Lawrence VP for Finance and Administration

Christopher Lee

Lawrence University President Mark Burstein has announced the appointment of Christopher Lee as the college’s new vice president for finance and administration.

Lee has spent the past 10 years with Thunderbird School of Global Management, a highly regarded not-for-profit graduate school based in Phoenix, Ariz. Since 2010, he has served as president of Thunderbird Russia in Moscow, where he was responsible for the strategic leadership, program quality, daily management, business development, financial  outcomes and compliance of Thunderbird’s $7 million wholly-owned corporate training and development subsidiary. The Moscow center provides training and development solutions to companies throughout Russia, Ukraine and Kazakhstan.

He joined Thunderbird in 2003 as associate vice president, finance and administrative services. In 2009 he was named vice president of finance and technology.

In addition to his decade in higher education, Lee spent 10 years in public company management, holding leadership roles at Fossil, Inc. in Richardson, Texas, and Bank One in Chicago.

“Chris’ strong finance and administrative skills and leadership experiences impressed all of us,” said Burstein. “He has considered most of the issues that presently face Lawrence during his time at Thunderbird. What drew us to Chris even more is his collaborative approach to challenging issues.”

Lee, a native of Dallas, Texas who has lived in Moscow the past three years, said Lawrence’s small size and reputation for high quality learning were great attractions for him.

“Coming from a unique institution like Thunderbird, those factors are blended with the uniqueness of Lawrence’s students and the phenomenal Lawrence culture I have found in alumni that I know and in the new colleagues I have met during the search process,” said Lee, who has been active with United Way of Russia and Big Brothers/Big Sisters of Russia, which works with institutionalized orphans.

Lee earned a bachelor’s degree in economics/finance from Texas Wesleyan University and a master’s in business administration degree in global management from Thunderbird School of Global Management.

Lee is set to join the Lawrence administration Jan. 6, 2014.

About Lawrence University
Founded in 1847, Lawrence University uniquely integrates a college of liberal arts and sciences with a nationally recognized conservatory of music, both devoted exclusively to undergraduate education. It was selected for inclusion in the Fiske Guide to Colleges 2014 and the book “Colleges That Change Lives: 40 Schools That Will Change the Way You Think About College.” Individualized learning, the development of multiple interests and community engagement are central to the Lawrence experience. Lawrence draws its 1,500 students from nearly every state and more than 50 countries.


Weekend-long Festivities Celebrate Inauguration of Mark Burstein as Lawrence’s 16th President

He was elected Lawrence University’s new president December 13, 2012 and assumed office July 1. This weekend, Mark Burstein officially will be installed as the college’s 16th president.

Mark Burstein will be officially installed as Lawrence’s 16th president Saturday, Oct. 26.

Delegates, including 13 presidents, representing more than 60 colleges, universities and higher education consortia from across the country, MIT, Stanford and Yale among them, will participate in the inaugural procession along with Lawrence faculty,trustees and alumni.

Terry Franke, chair of the Lawrence Board of Trustees, will deliver the inauguration’s welcome. Community greetings will be presented by Appleton Mayor Tim Hanna.

Additional remarks will be delivered by Shirley Tilghman, president emerita and professor of molecular biology at Princeton University, Burstein’s previous institution, and Catharine Bond Hill, president and professor of economics at Vassar College, Burstein’s alma mater. Other program speakers include faculty, student and alumni representatives.

Burstein will present the inaugural address “Frontier: A State of Mind.”

The inauguration ceremonies will be available via live webcast.

“A presidential inauguration is a special moment in any college’s history and Mark’s is certainly an exciting and important one for Lawrence,” said Franke, a 1968 Lawrence graduate. “This is really an occasion to celebrate the college’s past and excitingly look to its future. A change in leadership naturally inspires optimism and brings a dynamic new energy to the institution.”

The inauguration ceremony is free and open to the public, but a ticket is required. Contact the Lawrence Box Office, 920-832-6749.

Inaugurations of college and university presidents trace their roots to 17th-century America. The custom was established by the country’s nine colonial colleges as a way of formally acknowledging a change in leadership at a school’s highest level within a context of tradition and continuity.

As part of the weekend festivities, Lawrence will hold a pair of panel discussions on Friday, Oct. 25 in Stansbury Theatre of the Music Drama Center — “Civil Communities in an Age of Incivility” and “The Issue of Difference and the Liberal Arts”at 1:30 p.m. and 3:30 p.m., respectively.

ABC News Chief Foreign Correspondent and 1982 Lawrence graduate Terry Moran, fresh off assignment in Syria, will serve as moderator of the first panel. Admission to the panel discussions is free, but a ticket is required and can be obtained through the Lawrence Box Office, 920-832-6749.

Lawrence’s vast and varied musical talents will be on full display Friday (10/25) evening in a unique format. Visitors are invited to enjoy a leisurely stroll around campus and experience the distinct sounds of the Conservatory of Music. From funk and rock to classical and jazz, talented musicians will perform in familiar as well as non-traditional campus venues. Continuous performances will be conducted from 8-10 p.m. at these locations:

Main Hall Portico—brass

Music-Drama Center—classical and jazz

Science Hall Atrium—winds

Memorial Hall and Viking Room—funk and rock

Seeley G. Mudd Library—acoustic, bluegrass and singer/songwriter

Wriston Art Center Galleries—chamber music

Specific information for “Lawrence Performs” will be available in the lobby of the Music-Drama Center.

The inauguration weekend wraps up on Sunday with members of the Lawrence community volunteering from 11 a.m-3 p.m. at Riverview Gardens, Appleton’s urban garden.

About Lawrence University
Founded in 1847, Lawrence University uniquely integrates a college of liberal arts and sciences with a nationally recognized conservatory of music, both devoted exclusively to undergraduate education. It was selected for inclusion in the Fiske Guide to Colleges 2014 and the book “Colleges That Change Lives: 40 Schools That Will Change the Way You Think About College.” Individualized learning, the development of multiple interests and community engagement are central to the Lawrence experience. Lawrence draws its 1,500 students from nearly every state and more than 50 countries.