University Of Tulsa Admission Essay

University Of Tulsa Admission Essay-41
But it became clear some years ago that TU was in financial trouble. That same year, President Steadman Upham (whose compensation in 2014 exceeded But it became clear some years ago that TU was in financial trouble. That same year, President Steadman Upham (whose compensation in 2014 exceeded $1.2 million) informed the campus community that the university was providing athletics with a $9 million annual subsidy. For nine months in 2016–2017, the university ceased to contribute to faculty retirement accounts—effectively, a 9 percent cut in pay.In September 2017, 5 percent of the nonfaculty workforce was laid off. || But it became clear some years ago that TU was in financial trouble. That same year, President Steadman Upham (whose compensation in 2014 exceeded $1.2 million) informed the campus community that the university was providing athletics with a $9 million annual subsidy. For nine months in 2016–2017, the university ceased to contribute to faculty retirement accounts—effectively, a 9 percent cut in pay. .2 million) informed the campus community that the university was providing athletics with a million annual subsidy. For nine months in 2016–2017, the university ceased to contribute to faculty retirement accounts—effectively, a 9 percent cut in pay.In September 2017, 5 percent of the nonfaculty workforce was laid off.

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Our story is worth telling, because we have been hit by a perfect storm of trends currently tearing through the American academy: the confident ignorance of administrators, the infantilization of students, the policing of faculty, the replacement of thinking with ideological jargon, and the corporatization of education.

arrived at TU in 1988, the same year Thomas Staley left to head the Harry Ransom Center at the University of Texas.

Then again, it was never clear to faculty why a university with a billion-dollar endowment needed to cut academic programs.

Some suspected that the financial crisis was just an excuse for fundamentally transforming the institution.

In December 2017, downgraded $89 million of TU’s parity revenue bonds and $57 million of student-housing revenue bonds.

Around the same time, it was revealed that TU had for years been running a structural deficit of about million.

Faculty resistance to the moral and therapeutic imperatives of the new institutional super ego is presumed to be so extensive as to require something only a few steps short of -style reeducation.

On top of an anonymous, online-bias reporting system, Clancy has mandated training in “unconscious bias” for all employees.

This was commonly recognized as a bridge too far—our highest-ever ranking was somewhere in the seventies—but it was a serious institutional aspiration that recognized the intellectual quality of our faculty.

At his first meeting with TU faculty in late 2016, by contrast, Clancy announced that he was turning the ship around: we would now focus on recruiting first-generation college students and offering them job-ready programs.

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