By David A. Greene

This learn analyzes how Jill Ker Conway, first lady president of Smith university, applied programmatic projects and adjustments to Smith's institutional tradition that healthy along with her imaginative and prescient for better schooling.

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Extra info for The Women's Movement and the Politics of Change at a Women's College: Jill Ker Conway at Smith, 1975-1985 (Routledgefalmer Studies in Higher Education)

Sample text

John Silber’s presidency at Boston University, which lasted from 1971 to 1996, was among the more visible, controversial, and protracted examples of such an effort in recent years. Announcing his decision to step down in 1996,3 the Boston Globe wrote that Silber arrived at Boston University and . . 6 It is rare that presidents thrive or even survive when their opposition from the faculty is so strong and persistent. Conway faced such opposition from some segments of the faculty at Smith. Conway argued that it was possible to overcome faculty resistance by securing outside funding for initiatives.

The number with scores of 600 or above peaked in 1971 at 51,000 and dropped to 21,900 by 1981. In this same time period approximately 11,000 places became available for women in the newly coeducational institutions in the COFHE and Twelve College Exchange groups. ” By the start of her second year in office, Jill Conway said this issue “was rumbling around under the surface,”24 and she began addressing it directly. ” In part, it read: Historically the charge of lesbianism in women’s communities, whether true or false, has been used to undermine the integrity and the vitality of women’s social life.

28 The result was that a planned surplus of nearly $235,000 in 1974–75 turned into a deficit greater than $1 million in Conway’s first year. This deficit was on an operating budget of approximately $23 million in 1975–76. The financial difficulties that Conway faced when she took office were foreshadowed in the treasurer’s report of 1974–75: …the winds of change are upon us. In a very short time higher education has moved from a growth enterprise to one of zero growth and perhaps some contraction after 1980.

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