Fast-rising NU reexamines its identity

In Northeastern University's decade-plus journey from a commuter school that accepted nearly all comers to a highly selective research institution, few colleges have transformed themselves as radically - and rapidly.

Now, in its quest for greater prominence, the college has come to a crossroads, many administrators, faculty, and outside observers say. Seeking to reconcile its roots with its ambitions, the university is taking a hard look not only at its direction, but its identity.

At the crux of the debate: whether Northeastern must emulate its more prestigious rivals to join them. Or, as one observer asked about the university as it seeks to shed its underdog reputation, "Can it become elite without becoming elitist?"

"We're going through this transformation so rapidly, I'm sometimes winded by it," said Barry Bluestone, dean of the School of Social Science, Urban Affairs, and Public Policy. "But we're not trying to follow anyone else. We're trying to create our own model. We're trying to create a different kind of school."

A key part of the reappraisal focuses on the co-op program, the cornerstone of the university's traditional mission of combining academic study with professional experience. Administrators have recently begun to review the program, which sends most undergraduates on three six-month job stints over a five-year span, to allow more students to earn degrees in four years.

That prospect has raised fears on campus that administrators may scale back the program in the hopes of attracting students who are more interested in a traditional liberal arts education than gaining work experience. For these students, often high-achievers who frequently turn down Northeastern in favor of more prestigious schools, the centrality of the co-op program could prove a liability, some higher education specialists say.

At the same time, downplaying its practical approach could cost the college the feature that makes it stand out from the competition.

"There's no question that some students see cooperative education as 'lower-middle class,' " said Jack Maguire, a Concord education consultant who has advised Northeastern. "But it's also what defines it and sets it apart."

University officials say they can chart a middle course that reshapes the program without losing its spirit, and that top students are specifically drawn to the college's focus on work experience and practical skills.

"It's the signature of the place; it's in its DNA," Joseph Aoun, Northeastern's president, said in a recent interview. "Students realize co-op is a very powerful part of the learning process. Students today don't want to be confined by the classroom."

Aoun said the university is reviewing the co-op program in hopes of "refining it and moving it to another level," but noted that the program has already expanded in a variety of directions. In growing numbers, undergraduates conduct research with faculty, perform community service, and work as interns as a way of "integrating theory and practice," he said. More students are also taking co-op positions across the country and abroad.

The college's blend of academics and real-world experience gives it a competitive edge, Aoun said, particularly as more top liberal arts colleges and universities head in this direction.

Northeastern has benefitted from a generational shift, said provost Stephen Director. More than their predecessors, today's students prefer to learn by doing, he said.

"We're not abandoning our core values to attract students," he said. "Students are choosing us because of our core values."

That has led to a spike in interest, particularly from the West and South, that produced nearly 36,000 applications last year, trailing only New York University, the University of Southern California, and Boston University. Once within a subway ride from most of its students, Northeastern now recruits across the country and a dozen other countries, and increasingly vies for high school graduates who, until recently, would have dismissed it as a safety school. It is also wealthier than before, with a smaller percentage applying for financial aid, admissions staff said. All told, Northeastern costs more than $45,000 a year.

"It's much different than it was, even a few short years ago," said Ronne Turner, dean of admissions. "They're students who want to be engaged in the world around them from day one."

William Fowler, who arrived at Northeastern as a freshman in 1962, stepping off the Green Line from Wakefield as the first person in his family to go to college, said he never believed Northeastern could become the school it is now, and told former university president Richard Freeland it was "madness" to try.

"I said it can't be done," said Fowler, a longtime history professor. "I was so wrong."

Now, the university seems to be taking stock, Fowler and others said, to figure out where to go next, and how to get there.

"The past 10 years have been rapid-pace, and now there's a sense that we're pausing," he said. "But pausing for what? That's the discussion that needs to take place."

Fowler said the co-op model must remain central. But he acknowledges that as a greater proportion of students pursue the humanities, typically with the goal of graduating in four years, the model may have to change with changing times.

"There is an evolution here," he said. "My hope is we can still capture the spirit of co-op through experiential learning, but it's an open question."

Jeff Born, a finance professor, said the co-op model risks becoming "a victim of its own success," by vaulting the university into a tier of students predisposed toward a traditional liberal arts experience. Yet he believes the growing acceptance of experiential education, even among elite institutions, puts those fears to rest.

"Our success has drawn copiers, and it's the sincerest form of flattery," he said. " . . . We have to be careful not to get complacent."

Northeastern has other hurdles to greater prominence. It admits about one-third of applicants because many will choose higher-profile schools. Its research reputation lags behind many elite universities, as does its approximately $600 million endowment.

"You can have a lot of visions, but without the resources it's very difficult to make it happen," said Diane MacGillivray, senior vice president for university advancement.