On Sept. 25, in a letter to the William Jewell College community, the new chair of the Board of Trustees, Bill Gautreaux, announced the results of the Board’s comprehensive evaluation of Dr. Elizabeth MacLeod Walls, president of the College. The email also stated ways in which the comprehensive evaluation feeds into initiatives prompted by a five-year Strategic Financial Plan.

In anticipation of the fifth year of Dr. MacLeod Walls’ collegiate presidency, the Board of Trustees conducted an evaluation of the president. The evaluation was led by Susan Chambers and Gary Barnes and took place between March and May of 2020. The Board interviewed 150 individuals, including trustees, faculty, staff, students, Cabinet members, Alumni Board of Governors and civic leaders in Kansas City.

These interviews indicated to the Board that there is a general sentiment of approval of and support for Dr. MacLeod Walls’ leadership. Specifically, Dr. MacLeod Walls was commended for her ability to remain positive in light of rather unprecedented challenges during her presidency, such as those posed by COVID-19.

Furthermore, the president has worked to elevate the status of William Jewell College in Kansas City in an attempt to combat declining enrollment rates and revenue. The president has also urged that the college adopt the principles of engagement, diversity, and in particular, radical inclusivity so that we can create a better and more appealing educational institution.

The interviews with the aforementioned 150 individuals indicated that there are three areas in particular which nevertheless still require attention: the first is that we must grow our student population, the second is that we must grow our revenue and the third is that we must reduce our cost structure.

In order to address these three areas, the Board of Trustees, in conjunction with efforts from the president and from specialized task forces appointed by the president, have created three initiatives.

1. Intentional promotion of inclusivity in our critical thinking community.
   In an effort to attract a greater diversity of students, the College is actively providing resources to support minority students, staff and faculty. The College is also working to create a learning community that is inclusive. 
2. Creating a market-responsive arm of the College for the purposes of audience and revenue stream diversification.
   Jewell plans on creating a market-responsive arm of the College that will focus on analyzing the market trends in education, such that we can attract more students by offering incentives including high school course accreditations and scholarships. 
3. Enhanced pricing model.
   The College plans on creating a pricing model that more accurately reflects the cost of Jewell and which takes into consideration the needs of families of incoming students. 

These three initiatives are tied to a five-year Strategic Financial Plan that is currently being developed by Joe Garcia and the Strategic Financial Planning Committee. This committee was created to deal with practical financial situations by analyzing the College’s current and future expenses and investments.

As the new chair of the Board of Trustees, Gautreaux hopes to “transform William Jewell by fostering access, inclusivity, and life-changing opportunities,” stated the email.

The comprehensive report on MacLeod Walls is useful to the promotion of these goals, as they help the president and the Board to be in a better position to approach their shared vision of a more vibrant Jewell community.

William Jewell College will be hiring a full-time vice president for access and engagement as part of the College’s radical inclusivity efforts. Dr. Elizabeth Macleod Walls, president of the College, with full support of the Board of Trustees, will make the hire and hopes to have someone in the role by late July or early August.

“[The vice president of access and engagement will be] focused on advancing Radical Inclusivity at William Jewell. This includes supporting the recruitment and retention of students, faculty, and staff or color and forging meaningful relationships with communities of color in Kansas City and beyond,” Macleod Walls said.

The vice president of access and engagement (VPAE) will report directly to the president of the College and will be a member of the Cabinet. The VPAE will also oversee the Center for Justice and Sustainability – promoting inclusion and cross-cultural communication between students of all identities. 

“The inaugural Vice President for Access and Engagement will join William Jewell College at a time of considerable momentum and positive energy as the college has placed the achievement of an equitable and inclusive environment as its top strategic priority,” the VPAE job description states. “The VPAE will provide strategic leadership in the development of a comprehensive and integrated framework that is focused on diversity, equity, inclusion and belonging; synchronizing and leveraging past and current efforts; and introducing emerging practices to move the institution forward in becoming a more welcoming and inclusive learning and working environment.”

“The VPAE will assume the lead role with regard to the current campus-wide initiative aimed at examining pedagogy, policies, practices and people as they relate to inclusivity, and will continue to develop a plan to address concerns and/or gaps as they materialize,” the job description continues.

The vice president will advise various departments – including academic affairs, advancement, enrollment management, finance, human resources, marketing and student services – to “provide guidance to ensure that diversity, equity, inclusion and belonging remain integral in all dimensions of the institution.” They will develop “highly visible” educational events and programs to advance the College’s cultural engagement goals in addition to being actively involved in community building opportunities. The VPAE will make efforts to create a welcoming and inclusive campus for all members of the community.

The vice president will work with other cabinet members, deans, department chairs, faculty and staff to recruit faculty, staff and students of all backgrounds. 

“Through strategic policy development, practice, advocacy and mentoring, the Vice President for Access and Engagement will work to transform programs and processes to support a vibrant campus, cultivate a positive and respectful culture, and develop a diverse curriculum that truly reflects William Jewell College,” said the VPAE job description.

Candidates for vice president of access and engagement must have an advanced degree – either doctorate or terminal degrees – and must have a progressive record of experience promoting diversity, inclusion, equity and belonging in a higher education setting. Alternatively, a candidate may have an equivalent record of education and leadership experience.

“The ideal candidate will be a visionary leader and a strategic thinker, adept at accomplishing goals through a collaborative, community-and-coalition building process,” said the VPAE job description.

Among the necessary skills and abilities, the vice president of access and engagement must have a deep understanding of and expertise in issues of race, gender, sexuality, disability, indigeneity, class and the dynamics of difference, privilege and power. They must also have a demonstrated ability to facilitate cross-cultural dialogue and engagement – in addition to conflict resolution skills, active listening skills, the ability to build consensus, “an unwavering commitment to inclusive excellence, coupled with an ability to inspire and influence others to achieve their full potential” and more.

On July 14, a top candidate for the position – Dr. Rodney Smith – will be interviewed by Macleod Walls and other members of the Jewell community. Macleod Walls concluded by reiterating the significance of establishing this new position in the community. 

“This is an important step forward for advancing our goals for equity and inclusivity at William Jewell,” Macleod Walls said.

At the beginning of March the coronavirus pandemic began its rapid spread throughout the United States, and the first colleges and universities initiated their response. Among the first universities to enact changes due to coronavirus, Stanford University canceled all in-person classes after March 6 for the remainder of their winter quarter. After the announcement of a Stanford undergraduate testing positive for COVID-19 one week later, the university gave the majority of students five days – until Wednesday, March 18 – to leave the campus.

Other colleges and universities to announce early reaction to the pandemic include the University of Washington, Princeton University, New York state universities, Ohio state universities and Harvard University. 

On Tuesday, March 10, Harvard University announced it would be going online until further notice after their spring break and gave students until March 15 to vacate the campus. Due to the rapid response and alleged vague communication, students were left scrambling to return home. Students claim the university did not clarify the financial support that would be available to them. Several set up crowdfunding campaigns in order to fund their return home and cover other sudden costs required by the quick departure.

The richest college in the world, Harvard was criticized for leaving low income students without support in a time of crisis. The university is not providing support for students with poor internet access or other connectivity access – which will directly impact underprivileged and low-income students and their potential academic success. Many colleges’ responses are highlighting the impact of the virus on low-income students specifically.

Other early actors, like Duke University, announced online courses and the closure of campus during their spring break – not allowing students to return to campus to retrieve their belongings before requiring them to return home. On March 10, Duke announced classes after spring break would go online and that their spring break would be extended through March 23 in order to prepare for the change. 

Some of these initial decisions were severely criticized for their impact on students – which likely informed the way other schools reacted. 

On March 11, William Jewell College first announced its decision to form a task force to address the coronavirus pandemic. Dr. Elizabeth MacLeod Walls, president of the college, described the formation of the task-force and its purpose.

“The College maintains an Emergency Response Team that is led by Landon Jones, our Director of Campus Safety,” MacLeod Walls said. “The COVID-19 Task Force is an outgrowth of our Emergency Response Team and is responsible for facilitating dialogue and information-sharing as well as providing me with recommendations on how best to act in response to what we know… My role is to take recommendations and act in the best interests of our community.” 

On February 5, Jones began briefing Jewell’s cabinet on possible responses to COVID-19, and he formed the task force shortly thereafter.  

“Subsequent to those briefings, [Jones] convened the Task Force to give specific focus to our work and to provide recommendations to the Cabinet and me on which to take action,” MacLeod Walls said.

The task force makes recommendations to MacLeod Walls to inform Jewell’s decisions.

“The Task Force has recommended, among other things, moving to online education following spring break; closing the residence halls to all but those who must remain on campus; facilitating a process for students to move out of their rooms; ensuring continuity of health care and counseling during this time; ensuring the safety of our employees through working remotely (where possible); ensuring the cleanliness, safety, and security of our buildings during this time; and monitoring communication between and among different groups,” said MacLeod Walls. 

MacLeod Walls explained that Jewell’s decisions were largely not impacted by those of other colleges and universities – focusing instead on making the best possible decisions with the information available.

“We were early in our response, but not the first – largely given our location in the country and in the metro,” said MacLeod Walls. “Other schools are just now closing residence halls. We have stayed focused on what is best for our students, faculty, and staff and have acted accordingly.”

The college announced its suspension of in-person classes March 12, for implementation beginning March 23, after spring break. On March 15, courses were confirmed to be online for the remainder of the semester. 

After the initial announcements students were told they could go through a screening process to remain on campus, and students with poor home internet connection could apply for hotspots to be provided by the college. On March 18, residence halls were closed and students requested to leave as soon as possible. Those with acute need to stay on campus could appeal their case for case-by-case review. Students have been advised about how to retrieve their belongings from campus over a three-week period.

Since campus closure, Clay County has been put under a shelter-in-place order. Because the College is considered an essential business, some of its operations remain in place.

Students have been sent information on academic resources, counseling services and student life. Many student support services have gone online and students are encouraged to check their emails and take advantage of these services. 

On March 25, students were emailed to notify them that Student Health Center services were going online. Students can contact Jewell’s health center nurse practitioner Paula Brown to schedule telehealth appointments via phone, computer or tablet with camera capabilities. 

On March 25, the financial aid department notified students that students with work-study positions would continue to receive payments while the campus is closed. Students will be paid according to how much they work in a typical week. Work-study students were advised to get in contact with the business office to avoid any disruption in payment. Students with workship positions are not eligible for continued payment but can continue working remotely if possible. Clarifications about this financial aid were sent March 27.

On March 2, an email from MacLeod Walls announced that commencement and baccalaureate ceremonies would not be held May 16, 2020. She assured students that some formal graduation for the class of 2020 will be held in person once the situation is safe enough to allow it. The ceremonies will be taped and available for distribution.

This decision differs with that of many other colleges and universities. According to Inside Higher Ed, 47 percent of colleges and universities have canceled their graduation with no alternative. 14 percent have rescheduled for another date, and 12 percent of colleges and universities have moved to a virtual graduation format. 

On March 31 students were notified that the College significantly increased the price threshold for registration. Now, students with an account balance up to $2,500 can register for courses in the fall. Students with an account balance greater than $2,500 were encouraged to contact the financial aid department for assistance with registration.

On April 3 students were notified by Joe Garcia, vice president for finance and operations, that Jewell was suspending its normal refund policy. Students will be refunded approximately $2,400 for eight weeks worth of room and board fees. Graduating seniors will be refunded via check, and continuing students will have the refunded money credited to their fall semester 2020 tuition and fees. Continuing students may request the refund in the form of a check. For students with an outstanding balance, the refund will go toward that balance, with the remainder being credited to fall semester tuition – or in the form of a refund check. Jewell aims to distribute checks by April 17.

MacLeod Walls explained that there is no clear plan for the future due to the volatility of the pandemic. 

“COVID-19 is preventing us from having a firm plan for the future, but we do know three things:  1) We will continue to meet our Mission, 2) We will continue to recruit new students and support current students, and 3) We will enact key strategies, approved by the Board, to ensure the long-term viability of William Jewell,” MacLeod Walls said.

MacLeod Walls encouraged students to reach out for help during this time and for the Jewell community to come together to support one another. 

“I want to encourage students to reach out with ideas and questions – and we especially want to hear if family circumstances have changed so that we can be a partner in bridging students to the fall,” said MacLeod Walls. “We don’t want changes in jobs or income due to this crisis to be a barrier for students to continue their education at Jewell. We are here to help – and, together, we are one Jewell family.”

In addition to the decisions to cancel in-person classes, go online and close campuses – among other responses, several colleges and universities have expanded their policies regarding pass-fail or other institutional equivalents. 

“We expect that this strategy will ease the necessary transitions into remote course delivery and promote strong engagement,” Duke University said in an email announcing that all spring courses at the university will default to a satisfactory/unsatisfactory grade scheme, according to Inside Higher Ed.

Some colleges, like MIT and Smith College, have made pass-fail mandatory, while others, like Harvard and Middlebury, have extended the deadline for students to declare a pass-fail course. Several colleges expanding their pass-fail policies, like Duke, are now allowing pass-fail courses, or institutional equivalent, to count toward a major or minor.  

The drawbacks to expanding pass-fail policies involve the impact on student GPAs. Pass-fail courses, and institutional equivalents, do not count toward a GPA – and thus can be detrimental to future student endeavors. MIT’s mandatory pass-fail policy is criticized for failing to give students the option to receive letter grades. 

As of this writing, William Jewell College has not yet announced a policy regarding pass-fail courses.

The Hilltop Monitor recently sat down with Dr. Elizabeth MacLeod Walls, president of William Jewell College, to discuss the recent introduction of Billy J Day as a way to help alleviate stress for Jewell students. 

Billy J Day, scheduled for Wednesday, April 29, will be a day free of academics and student activities. While the mechanics of Billy J Day is not fully worked out yet, according to MacLeod Walls, it will surround the themes of “Rest, Eat, Play” and will give students a day with fun, relaxation and reduced stress

MacLeod Walls spoke about the recurring subjects of stress and anxiety during conversations with students at “Coffee with the Prez” and Student Senate meetings and her desire to address the problem. 

“One of the things I picked up on last year a lot was stress – the stress level of our students is really high – and of course I hear about this from student life as well,” MacLeod Walls said. “One day we just brainstormed about what we could do to relieve some stress or find a way for people to give themselves permission to have fun because that also seems to be an issue sometimes.”

MacLeod Walls explained that her alma mater, Hiram College, had “Campus Day” – a surprise day of canceled class and an opportunity to have fun – and she brought up the idea for doing something similar for Jewell. MacLeod Walls discussed the idea with the Student Senate and passed along the ideas to the faculty and the coaches to see if it was possible.

“Everyone was really enthusiastic about it,” MacLeod Walls said. 

Originally there had been the idea of having lectures in the Union and having philanthropy service activities at Billy J Day, but MacLeod Walls explained that they all decided against it. 

“People kind of said, ‘Actually, no, let’s just have fun,’ and I sort of loved that idea,” MacLeod Walls said. “So Billy J Day was born and it is going to be really fun.”

MacLeod Walls discussed the reality of mental health issues faced by current college students. 

“There are some commonalities in terms of what this current generation experiences in terms of stress,” she said. “Those are mental health issues and are very often depression and anxiety. There is also something to do with coming from a time period – to a large extent my generation is to blame for this – where there is a high expectation for success. We [parents of current college students] are the helicopter parent generation, and we watch our student’s success really carefully, and we intervene with teachers. Whereas when I was growing up, and my parents were boomers, it was very much ‘Hey go do your best,’ and they didn’t get involved.” 

MacLeod Walls commented on the pervasive presence of technology and its effect on this generation’s mental health. 

 “And so there’s really no escape for students,” MacLeod Walls said. “There is no place where students can just be anonymous and a chance to reflect and not worry about people monitoring their actions. So I think that causes stress across the board no matter what school you’re at.”

MacLeod Walls emphasized that, like college students everywhere, the Jewell student body faces difficulties with stress and anxiety. She also reflected on potential causes of stress for students at Jewell.

“This is just my opinion, and we don’t really have data to back this up necessarily, but this is a really rigorous place, and the curriculum is tough,” MacLeod Walls said. “I think there is an expectation that if you come to Jewell, you’re going to be an achiever. This is a campus of achievement.”

Dr. MacLeod Walls also mentioned the competitive nature of college students, and hopes Billy J day might be able to alleviate some of that burden. 

“I think sometimes our students take that mantle on and they really feel that pressure of ‘I’ve got to succeed.’ And I suspect –– again, I don’t know for sure –– there is a certain level of competition among our students in regard to that success level and we don’t give ourselves permission to fail.”

Should Billy J Day receive approval from the students and faculty, MacLeod Walls hopes that the day will become a tradition.

“I think it gives us something to look forward to,” MacLeod Walls said. “It gives the generation of students that are here right now, 20 years from now when they come back for homecoming, they can say ‘You know what, I was here when they started Billy J Day.’ And that’s a really neat thing.” 

Billy J Day was created as a result of candid conversation between students and the president, and MacLeod Walls encourages students to continue to come to ‘Coffee with the Prez’ for the opportunity to have an exchange and discuss concerns.