HEI Investigation: EducationDynamics

EducationDynamics (“EDDY”) is a multichannel higher education marketer and lead generation company that services a number of for-profit and formerly for-profit online colleges, including American Intercontinental University, Colorado Technical Institute, South University, Purdue University Global (formerly Kaplan University), and University of Arizona Global (formerly Ashford University). [i]

EDDY’s operations include call centers in Boca Raton, Florida and Lenexa, Kansas where some education advisors are paid commissions for enrolling students. It appears that the call centers have been engaged in bait-and-switch tactics as consumers who are seeking work are enrolled in these schools.

Originally known as Halyard Education, EducationDynamics has faced allegations of being a predatory company for at least a decade. [ii] [iii] For more than a decade, the company, through a number of lead generation websites and tv commercials, brought hundreds of thousands of leads to the most predatory schools, including Corinthian Colleges, ITT Technical Institute, and Virginia College, all which have closed. In 2019 and 2020, EDDY purchased the assets of other dubious marketers, Thruline[iv] and Quinstreet. [v] [vi]

At least one source has indicated that Halyard and EducationDynamics purchased leads from Alec Defrawi, who was prosecuted by the FTC in 2016 for a job-education bait-and-switch scheme.[vii] While the recipients of the leads were not mentioned in the complaint, a comment on the FTC website also alluded to a relationship between Defrawi and EducationDynamics.[viii]

More recently, there is evidence on GlassDoor[ix] and Indeed[x] suggesting that EDDY has engaged in bait and switch tactics at its Boca Raton call center. Former employees have complained that the call center receives leads from people who believed they were applying for work, and that call center workers were required to enroll them in schools.

While the allegations were not as clear at the Kansas location, one EducationDynamics sales associates stated that they were getting “shady” and “uninterested” leads and that management was aware of the problem. The employee also noted that EDDY workers went under different company names to avoid scrutiny. 

[i] EducationDynamics History, Acquisitions, And Higher Ed Services
[ii] Sen. Durbin: Don't fall for college-in-your-pajamas trick | TheHill
[iii] Veterans could be first to pay as DeVos rolls back for-profit college oversight (nbcnews.com)
[iv] EducationDynamics Acquires Key Assets from Thruline Marketing
[v] EducationDynamics Acquires Assets of QuinStreet's Higher Education Vertical (prnewswire.com)
[vi] In 2012, Quinstreet was prosecuted by 20 state Attorneys General for deceiving veterans through its GIBill.com website. Attorneys general announce settlement with for-profit college marketer (insidehighered.com)
[vii] Robert Nolan of Halyard Capital Had Knowledge of Alec Difrawi Scams – scamFRAUDalert™ Report
[viii] Don’t quit your day job: FTC sues education lead generator for bogus job application process | Federal Trade Commission
[ix] EducationDynamics Reviews | Glassdoor
[x] Working at Education Dynamics: Employee Reviews | Indeed.com

The Business of Higher Education

Higher education is a multi-trillion dollar industry in the US, if you include endowments, land, and other investments.  Journalists and policy people who cover the industry are often quick to put schools and their related businesses into distinct categories, but these categories are oversimplified.  One of the biggest oversimplifications is in categorizing schools as "for-profit" and "non-profit."  

For-profit higher education has typically referred to institutions operating as profit-seeking businesses, but this ignores three centuries of history, economics, and public policy showing the intermingling of for-profit institutions and non-profit enterprises with a for-profit mentality.    

For-profit schools and the for-profit mindset are not new to US education.  While elite private religious based colleges were the first schools of higher education, proprietary training was also available during the late 1700s.  It could be argued that even then, elite colleges could not have grown without the benefits of enslaving their labor, the ultimate in greed and depravity.   

After the US Civil War, through federal legislation (the Morrill Act), state flagship universities were "granted" land stolen from indigenous nations. Private and public black colleges were also formed.  For-profit business and trade schools also sprang up in many American cities, serving a growing demand for entrepreneurs and skilled labor. Private non-profit colleges followed suit.  As early as 1892, University of Chicago started a correspondence school, a money-making strategy copied by Penn State, University of Wisconsin, and many other universities.  

Since the early 20th century, critics have complained about money rather than academics driving traditional university leadership. Thorstein Veblen's book  The Higher Learning in America (1918), was subtitled, "A Memorandum on the Conduct of Universities by Business Men."  Yale and Harvard also brought on football, which was a big money maker for the schools in the early 20th century. In the Goose-Step (1923), Upton Sinclair named names of those with wealth, power, and influence--including a number of robber barons.  

With the help of government funding, higher education grew by leaps and bounds after World War II (the GI Bill) and into the 1960s and 1970s (Pell Grants and federal loans).  State universities and community colleges grew in number.  In 1972, with the reauthorization of the Higher Education Act, proprietary schools gained access to these funds to become a larger player in US higher education.  

By the 1980s, the for-profit University of Phoenix (UoPX) became a pioneer as a mega-university, a  school of over 80,000 students with an emphasis on adult learners, convenience, and a business attitude.  For-profit schools gained legitimacy as universities like Devry and UoPX became regionally accredited and others created their own national accreditors.  In the 1980s and 90s for-profit colleges grew as they became publicly traded corporations with enormous profits and political power. 

With profit-driven schools, academic labor was faced with unbundling, where components of the traditional faculty role (e.g., curriculum design) were divided, while others (e.g., research) were eliminated.  Colleges resembled academic assembly lines rather than bastions of wisdom.  But the marginalization of academic labor was not reserved to for-profit schools.  

As this great unbundling was occurring, state flagship universities became enormous research institutions with multiple missions, many of them profit driven.  Proponents of privatization, outsourcing from for-profit companies, have said that it "helps universities save money and makes them more nimble and efficient." Moody's Dennis Gephardt, however warns that "more and more are cutting closer to the academic core." 

Since the 1980s commercialization in nonprofit and public higher education has accelerated, with universities increasingly involved in enterprises focused on generating net revenue, such as licensing of patents. Indicators of for-profit incursions into nonprofit and public higher education may include university medical centers, corporate sponsored science labs, for-profit mechanisms such as endowment money managers, for-profit fees for service, for-profit marketing, enrollment services and lead generation, privatized campus services, for-profit online program managers (OPMs), privatized housing, private student loans, student loan servicers, student loan asset backed securities, and Human Capital Contracts, also known as income share agreements.

For-profit college enrollment has been in decline since the 2010-2011 school year.  University of Phoenix and Devry are shadows of their former selves,  and two other big schools, Kaplan University and Ashford University have been transformed into arms of two state universities, Purdue University Global and University of Arizona Global Campus.   

But proprietary colleges have not been the only type of colleges in decline.  Community colleges and second tier public and private colleges also reported significant enrollment and revenue losses.  Community college enrollment, in fact, has declined in absolute numbers more than for profit colleges.  

During this decade long decline, what I have referred as the College Meltdown, for-profit mechanisms have gained even ground as government aid and institutional bonds fill in revenue gaps.  Today, US higher education marketing and advertising is ubiquitous. The Harvard Business School operates in many ways like a for-profit enterprise.  And many elite schools rely on predatory for-profit online program managers to recruit students for elite certificates, adding some pocket change to their already bulging resources. 

Buyer Beware: Servicemembers, Veterans, and Families Need to Be On Guard with College and Career Choices

GI Bill Complaints (downloaded February 8, 2021)

Has anyone noticed that Harvard has the fourth highest number of GI Bill complaints? Harvard? Is this a typo?

While several of the schools on the current list of worst actors have bad reputations (e.g. University of Phoenix, Ashford University (aka University of Arizona Global), Colorado Tech, New Horizons, Keller (aka Devry, and Keiser University), Harvard seems to be one of those schools that's not like the other. At first I thought this might be an input error. But on closer look, it appears the complaints may be about Harvard extension and their certificate programs. Haven't been able to verify what these numbers mean. In any case though it illustrates a point: Just because a school has a good label doesn't mean you are getting a quality education or a fair deal.

This also goes to show that servicemembers, veterans, and their families--and all other consumers--must apply the maxim "buyer beware" to every school they consider. Be patient and do your homework. Ask questions and demand credible answers. Use your critical thinking skills. Don't merely rely on word of mouth, advertisements, and rankings. 

If you decide to go to school and use your DOD Tuition Assistance, MyCAA, or GI Bill benefits,  choose a good school and a major that results in gainful employment--in a meaningful career.  Make sure you also learn skills that are transferable when the economy changes and when things get tough. 

And if you get ripped off, make a formal complaint to the Department of Defense, Department of Veterans Affairs, or Department of Education. Veterans should also contact Veterans Education Success for help. 

I have more ideas about college and career choices posted at Military Times, called 8 tips to help vets pick the right college.

Higher Ed Became More Brutal During 2020-21 Pandemic

The Covid-19 pandemic was the largest news item in US higher education in 2020 and the beginning of 2021.  It certainly had an effect on higher education enrollment and revenues.   But the larger story, according to author Gary Roth, was that the “College Dream is Over.”  

College is supposed to be a transitional space between K-12 education and good jobs. But savage inequalities in the K-12 pipeline, alienating and sometimes questionably substandard online education, and fewer good jobs at the end of the pipeline meant that more students would be unprepared for college and for work life in the brutal tech (fintech, medtech, and edtech) and gig economy.  

Banks and big businesses (including brand name universities and for-profit colleges ) were bailed out twice in 2020 by the federal government as student debtors only got temporarily relief.  

Savage inequalities in the K-12 pipeline intensified with online education and the hollowing out of America continued.  

Under the Trump administration, privatization, deregulation, and lack of transparency  (in gainful employment, defense to repayment, student loan repayment rate) were the rule.  2021 shows promise for progressive change, but we'll have to wait and see if anything gets done to reduce the College Meltdown.  

• The Student Debt Crisis is a Crisis of Non-Repayment (Marshall Steinbaum)
• More people with bachelor’s degrees go back to school to learn skilled trades (John Marcus, Hechinger Report)
• Student Loan Losses Seen Costing U.S. More Than $400 Billion (Josh Mitchell, Wal Street Journal)
• Nearly All States Suffer Declines in Education Jobs (Barb Rosewicz & Mike Maciag, Pew)
• COVID-19 Will Likely Shrink Job Market For College Grads (Government Executive)
• Law student debt averages about $165K at graduation, creating stress and restricting choices, survey says (Debra Cassens Weiss, ABA Journal)
• Higher Ed's Dirty Little Secrets (Steven Mintz, Inside Higher Education)
• Colleges Slash Budgets in the Pandemic, With ‘Nothing Off-Limits’ (Shawn Hubler, NY Times)
• Permamanent Budget Cuts Are Coming (Robert Kelchen, CHE)
• A Separate And Unequal System of College Admissions (Anthony Abraham, NY Times)
• House Democrats Drop Canceling Student Loans (Kery Murakami, IHE)
• College Town Economies Brace for Covid Blow (WSJ)
• 30 college towns that could face economic ruin if schools don't reopen or have to close again this fall (Madison Hoff, Business Insider)
• Laureate Education to Sell Walden University to Adtalem Global Education (Market Watch)
• 'It's going horribly': College towns fret about census count (ABC News)
• Student Loans Plummeted for the Summer Term (Kevin Miller, The Century Foundation)
• University of Arizona Acquires Ashford University (IHE, Lindsay McKenzie)
• The Nightmare That Colleges Face This Fall (Adam Harris, The Atlantic)
• No students. No graduation. ‘Total devastation’ in college towns during coronavirus pandemic (Zoe Nicholson and Ed Semmler,Yahoo Finance)
• University Leaders Are Failing (François Furstenberg, Chronicle of Higher Education)
• The Coming Disruption of Higher Education (New York interview with Scott Galloway)
• Demand for refunds intensifies among college students (Jessica Dickler, CNBC)
• Latest Coronavirus News (Inside Higher Education)
• Coronavirus Pushes Colleges to the Breaking Point, Forcing 'Hard Choices' about Education (Wall Street Journal)
• Adjuncts Barely Getting By (Colleen Flaherty, IHE)
• Students are considering dropping out of college because of coronavirus (Abigail Hess, MSN.com)
• Will Parents Pay? (Scott Jaschik, Inside Higher Ed)
• Masters of None (Grace Gedye, Washington Monthly)
• Public Colleges Face Looming Financial Blow (Kery Murakami, Inside Higher Education)
• With May 1 'Decision Day' Looming, 69 Percent of Parents and 55 Percent of Students Say Coronavirus Has Impacted Their Ability to Pay for College (KPVI)
• ‘I Was Horrified’: For Millions of Borrowers, the Coronavirus Stimulus Law Offers No Relief (Danielle McLean, Chronicle of Higher Education)
• Preparing for a Fall Without In-Person Classes (Doug Lederman, Inside Higher Education)
• Presidents Fear Financial, and Human, Toll of Coronavirus (Doug Lederman, Inside Higher Education)
• Will spring breakers become super-spreaders? (Politico)
• The Real Lesson of the College Closures (Saahil Desai, The Atlantic)
• To Fight Coronavirus, Colleges Sent Students Home. Now Will They Refund Tuition? (Melissa Korn and Douglas Belkin, Wall St. Journal)
• The Covid-19 Crisis Is Widening the Gap Between Secure and Insecure Instructors (Megan Zahneis, Chronicle of Higher Education)
• Moody's lowers higher ed outlook to negative amid coronavirus crisis (Jeremy Bauer-Wolf, Education Dive)
• What Is a College Education in the Time of Coronavirus? (NY Times Opinion)
• Community Colleges and the Coronavirus (Madeline St. Amour, Inside Higher Education)
• California AG sues Betsy DeVos for overturning Obama-era rule aimed at for-profit colleges (Aarthi Swaminathan, Yahoo Finance)
• Coronavirus and Admissions Fears (Scott Jaschick, Inside Higher Education)
• Already stretched universities now face huge endowment losses from market meltdown (PBS, Jon Marcus)
• Uncertain Fate for Support Staff (Lilah Burke, IHE)
• 41% of Recent Grads Work in Jobs Not Requiring a Degree (Inside Higher Education)

"Edugrift": Observations of a Subprime College Lead Generator (by J.D. Suenram*)

First a little about my background. I came to work at a company called Edsoup in 2010. I worked there for four years. Previously I worked for DOD as a civilian contractor as a military contractor. This very lucrative job ended when the Defense Department under Bill Gates decided to eliminate the civilian military recruiter in each recruiting office across the country. 

I knew nothing about Edsoup when I was hired there in Salt Lake City in 2010. Ostensibly, as the job was explained to me, I was to help people make college decisions by setting appointments telephonically for the students. The colleges would then contact them about enrolling. Simple right?

Wrong. Four years later, I had received an education of sorts, on the countless  layers of grift which can only be described as subprime education. And, unlike housing, in which you do get a house, the educational grift here left the consumers/students with nothing. Zip. Zero. Nada.

Why you ask? First of all uniformity. Many would choose to quibble here. Our schools (Liberty University and Grand Canyon come to mind) are not like the 'bad apples' (Everest, Ashford, Kaplan) That is simply a lie.

While it is true that GCU and Liberty have large campus enrollment, that reality was built on backbreaking debt laden online subprime degrees. Hundreds upon hundreds of thousands of them. The vast majority of which are useless, except for adding to the coffers of old, rich white men.

Look at uniformity. Whether it was Kaplan or GCU, Edsoup would set appointments for these schools off a monthly menu. Say you had the misfortune of thinking a 4 year online degree in cybercrime or homeland security would improve your economic standing. If we ran out of the GCU monthly budget option for those degrees, we would hook you up with Kaplan. Until they ran out. At the end of the month you might just have Everest as your only option. No problem. They will call just like the other grifters did.

Now Edsoup's menu was just the tip of iceberg. You express your degree preference to me over the phone. We pull up the menu, which was just the number of candidates each school needed to keep the grift juggernaut rolling. We also set appointments for OTHER menus, like Mediaspike and Quinstreet. We were a grifterpalooza of education. 

You may ask where did we find the leads for these subprime schools? We did have that inbound 800 number, which produced 2 dozen appointments a month. The other THIRTY THOUSAND appointments were outbound. Hammer time baby.

You may ask who did we call? Again, uniformity. Indeed.com, legaljobs.com, militaryjobs.com, warehousejobs.com, the list of about 50 jobsites here. We even had sleazy companies cut and pasting legit sites like Monster and getting leads from them. Also, if you wanted Medicaid, food stamps, power assistance, we are calling you. Hammer time. 

The bait and switch went like this. I know you were online recently, looking for a job. But if you WERE to go back to school, what would you want to study? Most said no in rather unpleasant terms. But many did not. Ka-ching.

Uniformity. Who received these leads? Enrollment counselors/salespeople at Ultimate Medical Academy, Kaplan, Everest, Colorado Technical (University), (University of) Phoenix, Grand Canyon, Post University, Ashford University, Virginia College, Le Cordon Bleu, Art Institutes, Western Governors University, to name a few of roughly 50.

Liberty U we set leads for in the beginning until Jerry Falwell Junior in housed the call center leads at his former Lynchburg Sears mall.

Now more recently, organizations like Ashford thru Arizona, GCU, and Kaplan through Purdue Global have in housed their own subprime appointment factories. Not having first hand information, I would still unequivocally  say these operations have not changed their operations one bit.

I was able to successfully put a lawsuit on the docket in Salt Lake Federal Court in 2015. Two firms, one the largest player in Salt Lake, the other the largest player in San Francisco, took the mega case to challenge the operational scam of this subprime juggernaut. A good 2 dozen schools (I left out Full Sail above they were in the lawsuit) were on the hook for their "uniformity".

Unfortunately, this was for naught as the election happened. Some of the same CEO's we sued were now IN The Department of Education. So we withdrew. They were decidedly not the same dozen or so Edgov and DOJ folks we met with in Salt Lake prior to the election. 

Fortunately, edugrift slowly has become a much harder sell. Even with a few major U's taking on the subprimes and airbrushing them. With 2020 coming, there may be yet a death knell for this sad chapter in U.S. educational history.

*This article is the opinion of the author.  

Student Loan Volumes Show College Meltdown Has Accelerated

US Student loan volumes decreased dramatically in the third quarter (March 31-June 30) of 2020.  

According to Ken Miller at The Century Foundation, volumes decreased 10 percent at public colleges, 18 percent at for-profit colleges, and 20 percent at private non-profit colleges.  

And according to Mark Kantrowitz, new student loan volumes were down 42 percent. 

Student loan volumes were especially low at subprime schools University of Phoenix (-48%), Walden University (-48%),  Ashford University (-56%), and Colorado Tech (-43%) and state flagship universities, University of Washington (-95%), Ohio State (-68%), Penn State (-51%), Temple University (-47%), and University of Texas-Austin (-41%).  

Elite private universities Columbia University (-87%), Boston University (-55%) and Georgetown (-39%) also saw big losses in student loan volume. 

While schools with large endowments will be able to cover these dramatic losses, those with less in alternative revenue streams and endowments will have to make tough decisions, in many cases cutting costs through layoffs in 2021.   

Numbers for the 4th quarter, posted in November after the election, could be even worse, at least in absolute terms.  The loss of these funds may not only hurt colleges and their employees, but also college towns.  Federal student loan fiscal year numbers will also be reported in November.  

In late December 2020, the National Student Clearinghouse will post national enrollment numbers which may parallel declining student loan volumes.  The greatest income losses, however, may come from losses from room and board revenues.  

Related Links:

Let's All Pretend We Couldn't See it Coming

Coronavirus and the College Meltdown

Charting the College Meltdown

A Preliminary List of Private Colleges at Risk 

The Slow-motion Collapse of America's Largest University 

Enrollment Declines, Campus Closings, Economic Losses, and the Hollowing out of America

Community Colleges at the Heart of the College Meltdown

What Happens When Big 10 Grads Think "College is Bullsh*t"? 

The Higher Education Assembly Line

[Image of the boss in Diego Rivera's Mural of Detroit Industry]

I'm conducting a study of Taylorism (aka The "Scientific Management of Work") in online higher education. If you are in the education business, I would appreciate your input, both positive and critical.

According to Maduakolam Ireh, "scientific management (in the 19th century and beyond) eliminated the need for skilled labor by delegating each employee one simple task to repeat over and over. Although this method increased the productivity of factories, it stripped employees their freedom to choose their work, as well as how it should be done."  While it may be an exaggeration that academic work is like factory work, trends in US higher education point to reduced autonomy, job deskilling, and greater demands to produce more work in less time.

In online higher education, a small number of full-time instructors act as managers, with part-timers (euphemistically called associate professors) facilitating classes--with little input regarding content. Academic work is deskilled: educational content is created on an assembly line that includes instructional designers, copy editors, finishers, and quality assurance specialists who may all be precarious 1099 workers.

Associate faculty are kept in the dark about what's happening. According to one person on thelayoff.com, "...when you're let go don't expect any sort of phone call. One day you'll go to login to the portal and it will say your credentials are invalid. You'd do what any normal person will do and call technical support. Support will awkwardly tell you'll to contact your supervisor to regain access. So you'll call them and if you're lucky enough that your supervisor wasn't also let go in the most recent round of cuts then they'll give you a call in a few days to let you know the bad news."

Is anything lost in the deskilling and marginalization of academic labor?

Unlike an assembly line, however, academic laborers in online higher education may never see each other or talk to each other, creating an atmosphere of alienation, especially among adjunct instructors. Feedback is created by student surveys and by crucial numbers such as retention rate, but not necessarily skill attainment or gainful employment.

Management signals workers an organization's true values and priorities. What values and priorities are online managers signalizing to their faculty? And how does this play out in the classroom and in decisions by faculty and staff?

"They had us deactivate an associate faculty because she was doing what was right: reporting a student for plagiarizing. One of the associate deans didn’t like that she held a standard so she told them to deactivate her." -- Online college program chair

"I was increasingly asked to pass students who did not earn the grade. As a result I was put into a "professional development" program which resulted in my leaving the university. I could no longer work for a school that has become a diploma mill." --Online instructor

It amazes me how online higher education has been able to reduce the number of full-time instructors to almost nothing, and with few complaints from consumers, educators, or teachers unions.

Have professors becoming obsolete, especially with colleges that serve working adults?

The small number of full-time instructors at regionally accredited online colleges is astounding:

• Colorado State University Global has 34 full-time instructors for 12,000 students. 
• Ashford University has 194 full-time instructors for about 35,000 students.
• University of Maryland Global has 193 full-time instructors for 60,000 students.
• Colorado Technical University has 59 full-time instructors for 26,000 students. 
• Devry University online has 53 full-time instructors for about 17,000 students. 
• South University has 0 full-time instructors for more than 6000 students 
  
• American Intercontinental University has 51 full-timers for about 8,700 students.
• Southern New Hampshire University has 164 full-time instructors for 104,000 students.
• Walden University has 206 full-time instructors for more than 50,000 students. 
• Capella University has 216 full-time instructors for about 38,000 students.
• Liberty University has 1072 full-timers for more than 85,000 students. 
  
• University of Phoenix has 70 full-time instructors for 96,000 students.
• Purdue University Global has 346 full-time instructors for 38,000 students.

Glass Door, Grad Reports, and other internet sites, however, provide a small peek into the world of academic worker and student dissatisfaction.  But it's not sufficient in understanding the magnitude of Taylorism in online higher education. 

What's your take on the online higher education assembly line? And what numbers do you find important?

Related article: ‘The Gig Academy’ Colleen Flaherty (Inside Higher Education)

Unnamed Ashford University Suitor Joining Purdue University Global in "Race to the Bottom"

Who would buy Ashford University, an online school that has lost more than 50 percent of its students and is downsizing key faculty and academic administrators?

[Video above:  Dr. Stephen Brewer has reported on the downsizing of key faculty at Ashford and the suspension of the University Senate.]

Having seen so many crazy deals in subprime higher ed, from the ECMC shotgun marriage with Corinthian Colleges to the Kaplan-Purdue deal, anything seems possible.

"A bunch of state schools want online at scale at any cost."...(It's a) race to the bottom. They see their students heading to ASU, SNHU, or the for-profits, and figure if they can get to scale, they will have the time and resources to fix the programs."--anonymous online college expert

Tyton Partners managing director Trace Urdan has suggested that UMass or George Mason might buy Ashford from its parent company, Zovio, but I'm not sure either of those schools would take the risk. In my estimation, Zovio does not have the assets, such as cash on hand, for a safe conversion over the long run. And this lack of assets would make the buyer school more responsible for finances during the conversion.

In my opinion, the most logical buyer would be a school that is WASC accredited (Ashford's current accreditor), large enough to handle the risk, and either does not have a strong online presence or wants to expand its presence. It would also need a president/CEO strong enough and a board and faculty compliant or weak enough to take the bait.

It's possible that a hedge fund or other for-profit firm could create a non-profit specifically for the new school.

In the meantime, Dr. Brewer, is asking for accountability and justice for Ashford University students and professors.  After working at the school for a decade, he said that the situation had changed for the worse, "restricting creativity, inhibiting instruction, and demoralizing otherwise talented, motivated, and forward-thinking educators."

For any state university willing to scale up their online presence, be warned. The Kaplan-Purdue University Global deal is not working out, and Purdue bought Purdue Global for $1 and $50 million in free advertising.

Other subprime deals, such as the EDMC-Dream Center deal (Art Institutes, Argosy, South University), Adtalem-Cogswell (DeVry University), and Apollo Group-Apollo Global Management (University of Phoenix) appear to have panned out poorly. But that may not stop someone in the big business of higher ed from taking the risk.

Related article: There’s a Right Way to Convert to a Nonprofit. Ashford University Isn’t Following It (Bob Shireman, The Century Foundation)

Related article: Restructuring and Layoffs at Ashford (Lindsay McKenzie, Inside Higher Education)

Related article: The Next Purdue-Kaplan Deal? (Lindsay McKenzie, Inside Higher Education)

Related article: Early Troubles In The Purdue, Kaplan Marriage (Derek Newton, Forbes)

Related article: For-Profit Bridgepoint Says Its Colleges Will Become Non-Profit, But It Won’t (David Halperin, Republic Report)

State Colleges Seduced By For-Profit, Online Education (David Halperin, Republic Report)

College Meltdown: Where’s the Bottom?

US college enrollment has declined every year since 2010-2011 and public opinion about higher education has been plummeting, in large part because college has become unaffordable for working families. 

How long will this continue? Judging by surveys, and national, local, and business news, it doesn't look good. Further analysis of the terrain reinforces my opinion that the College Meltdown will continue for the foreseeable future.

• The College Admissions Scandal has exposed the dark underside of higher education. While academia may be in denial, working families are learning that this just highlights the tip of the iceberg: that higher education reinforces and reflects growing class and race inequality in the US. 
• Nearly one in seven college presidents say that their college may close or merge in the next five years. 
• Student loan debt is crushing Millenials. 
• College is increasingly a risky investment for lower income families. 
• USA Today has been reporting on the closure of Argosy University, its for-profit college allies, and the larger Higher Education Apocalypse. 
• Other for-profit colleges remain under the radar, but they are doing poorly. These schools include National American University, University of Phoenix, Ashford University, and DeVry. 
• Small private colleges have been closing at a faster pace. Closing schools include Green Mountain College, Newbury College, Atlantic Union College, and Hampshire College. 
• The higher education labor force, which increasingly includes adjuncts, continues to struggle just to get recognition.

Some investors in higher education may be hoping for an economic downturn, because the industry has typically been counter-cyclical. But this time, there may be no guarantee that a recession will improve the financial condition of the industry. Elite schools, for example, rely heavily on investments rather than student enrollment, for capital, and a stock market decline could damage their bottom lines.

IPEDS Trend Generator illustrates lower enrollment, less revenues, fewer jobs at for-profit colleges

The newest US Department of Education IPEDS data show that enrollment, revenues, and jobs have decreased dramatically in the for-profit college sector. 

Enrollment at for-profit colleges dropped from a peak of 2.4 million in Fall 2010 to 1.3 million in Fall 2017.  That's an enrollment drop of 1.1 million.  

This, in turn, has led to less revenue and fewer workers. 

Revenues at for-profit colleges peaked in 2011 at $29.6B and dropped to $19.4B in Fall 2017. That's a drop of more than $10B a year from its peak. 

For-profit college employees peaked at 295,887 in 2012 and the number dropped to 176,441 by Fall 2017. That's a loss of more than 120,000 jobs.

Decline in enrollment, revenues, and employees (2010-present)

Fall/Year    Enrollment    Revenues              Employees
2010           2,430,657      29,603,059,000     295,476
2011           2,368,440      33,889,758,000     288,882
2012           2,174,457      32,196111,000      295,887
2013           2,000,883      29,643,714,000     258,098
2014           1,883,199      27,310,167,000     241,134
2015           1,629,393      24,007,022,000     214,656
2016           1,437,452      20,804,128,000     191,083

2017           1,345,633      19,446,382,000     176,441 

You can create graphs and tables yourself using the updated data at the IPEDS Trend Generator.

Current conditions in the for-profit college industry may actually be worse, judging by the Fall 2018 assessment by National Student Clearinghouse, which had reported an additional 15 percent decline.  However, NSC's original press release has been removed.  

The data also do not consider more recent losses, such as the collapse of Education Corporation of America (which includes Brightwood College and Virginia College) or Dream Center Education Holdings (which includes Argosy, Art Institutes, and South University. 

One confounding issue is that for-profit colleges Grand Canyon University and Purdue University Global (formerly Kaplan) have moved to the non-profit side.  Ashford University is also working on having its tax status changed from for-profit to non-profit.

Related link: Observations of the College Meltdown in Real Time

Related link: The Slow-Motion Collapse of America’s Largest University