When B-CU chose to take legal action against the alumni association established by Dr. Bethune herself, I sensed we were headed for a nasty breakup. The administration made a calculated move by effectively forcing the Dr. Mary McLeod Bethune National Alumni Association (DMBNAA) to either shut down completely or transition into the newly established Direct Service Organization (DSO), also referred to as the Bethune-Cookman University Alumni Association (B-CUAA).
New B-CU DSO?
In the wake of the unprecedented move, none of us could grasp the rationale behind it. It seemed needless. Although the institution might claim they were not aiming at the alumni base itself, but rather at the broader organization and its structure, many alumni could not help but perceive it as an attack on them personally. Even if the decision was purely business-driven, it was seen as vindictive by most alumni. This is where I believe improved communication should have been prioritized.
Although the institution might claim they were not aiming at the alumni base itself, but rather at the broader organization and its structure, many alumni could not help but perceive it as an attack on them personally.
Stephen Holmes, The Ave Founder
I will admit that while I didn’t necessarily oppose the business reasoning behind transitioning to a more strategic alumni association model, I wholeheartedly disagreed with the way it was executed. Especially when it became apparent that the dispute escalated into ugliness following an internal disagreement between personalities of both the school and the DMBNAA. It felt like a personal conflict, at times petty, and not in line with the dignity befitting an institution bearing the name Dr. Mary McLeod Bethune. I genuinely believe the DMBNAA could have been saved and formally folded into the new DSO if only both parties had been able to resolve their differences. That resolution did not happen and as a result the organization has been shut down.
When Dr. Chrite abruptly departed in 2021, it set off a chain of unfortunate events that have brought us to the present situation. Specifically, these events prompted the DMBNAA to express a vote of “no confidence” in the then-current board, which was understandable. Both alumni and, more significantly, students had to witness yet another president leave just as swiftly as they arrived. Additionally, issues such as financial mismanagement, the dormitory deal, SACS probation, the frequent turnover in leadership, and numerous self-inflicted setbacks have further damaged public perception. The entire ordeal left us all feeling perplexed, exhausted, and questioning whether things will ever improve.
Growth and Stability
Despite the drama, infighting, and negative press, Bethune-Cookman University appears to have navigated itself back to calmer waters. While impatience continues to grow about the lack of a permanent president, the institution is beginning to show signs of growth and stability. Don’t take my word for it, let’s look at the data:
During the 2014 school year, our student enrollment peaked at 3,787 students for the fall semester. This marked the highest number of students in our school’s history. The record enrollment remained consistent until approximately 2018, after which, we noticed a gradual decline in enrollment (shown above). The decline is likely due to the state of our institution during that time. However, there is a deeper story in the numbers from 2020 to 2023. Although enrollment hasn’t fully rebounded to the levels of 2014-2015, it has shown stability over the past few years.
Furthermore, there’s early indication that applications for the 2024-2025 school year are on the rise. Could this be the start of a turnaround? Time will tell. But for those concerned about the school’s condition, the data is beginning to paint a more optimistic picture.
Financially, we’re also seeing improvements. According to data from the school website, our net assets and cash flows have increased significantly. While we don’t have official insight into the financial situation for 2023, it should be noted that this is the same info provided to SACS as part of our reaccreditation process. Moreover, SACS would not have reinstated our accreditation without evidence of substantial improvements in both our business and academic affairs. More importantly, it seems disingenuous to applaud the institution for regaining accreditation while also accusing them of running the school into the ground. I think the truth of it all lies somewhere in the middle. Nonetheless, I believe the institution has done a solid job of getting us back on track. In fact, there are several examples that I have identified that give me hope that we are turning a corner.
Storytelling and Communication
Storytelling is a part of what we do here at The Ave. However, we believe the institution should be the ultimate authority in telling the story of Bethune-Cookman University, not us. We are only here to amplify the good things of the university. That said, there have also been some noticeable signs of improvement from a marketing and PR standpoint. I can speak about this personally because I’ve worked in the field for over 15 years. I pay close attention to the content the school deploys, and I will be the first to say that there has been a vast improvement in the quality of content. For example:
The Wildcat Report
If you are on social media, chances are you have seen those quick video rundowns of school news. They’ve always been handy, but let’s face it, the old versions felt stale and out of sync with our school’s vibe. But hey, good news! There is a fresh, revamped Wildcat Report now, and its way more in tune with what’s happening around the school. As someone who loves creativity, I appreciate this updated version as it creates a seriousness about us from a communications perspective.
Alumni and Student Spotlights
One significant area of opportunity for the school is highlighting the invaluable contributions and news of its people. The Bethune-Cookman family has so many remarkable individuals, yet it has appeared that many were frequently relegated to the background. Fortunately, there has been a marked improvement in efforts to spotlight the accomplishments and contributions of students and alumni. This is a positive sign.
B-CU Website
This area falls well within my realm of technical expertise, allowing me to address it directly. Concerning the school website, for some time I frequently logged on to cookman.edu and reviewed the look of the site purely out of curiosity. I often found myself frustrated as I wrote down simple things that needed to be corrected.
As of today, significant improvements have been implemented across the website. The utilization of space is notably more effective. The use of official school colors has been cleaned up and the homepage now hosts pertinent information. While these adjustments may appear minor, they play a crucial role in shaping the school’s image and its perception. The website is the first thing a parent or a prospective student may see from us. Therefore, we should treat our digital platforms as first impression touch points. We have quite a bit of work to do on the digital front, but someone is giving the website the TLC it desperately needs.
Financial Gifts are Improving
While alumni giving is still down, financial gifts from organizations and local philanthropists are picking up. Over the past several weeks, we saw a flurry of large donations to the institution during the Day of Giving. Local philanthropist L. Gale Lemerand gifted $1.4 million to the school. As reported by B-CU, former Head Coach and alum, Alvin Wyatt Sr. was instrumental in helping secure the large donation. Additionally, B-CU also received a $420,000 gift from the Daytona Beach Racing and Recreational Facilities District and $85,000 from several local organizations and individuals. This year, the institution exceeded its one million dollar giving goal. These are the stories we should lean into more.
Still Room for Growth
Please do not misconstrue my optimism for satisfaction. We still have work to do before I feel comfortable concluding that we have turned it around completely. It can’t be understated how badly we want and need a leader for this institution. We need someone who has the vision to drive us into the next era of The Great Bethune-Cookman University. There is so much opportunity for growth and progress, but it will take a strong leader, committed alumni, and inspired students to make it all happen. No one is going to bail us out. We must be the ones to lift the institution. If you are still reading, this is your reminder to cut a check to the school today.
Lastly, to the alumni specifically, you have a reason to be upset and it’s okay. However, there is no reason to stay upset. The school is moving forward with or without us. Personally, I would rather be a part of this season of progress and look toward tomorrow, as opposed to being stuck in the things that happened yesterday. It is time for everyone to set their issues and grievances aside and come together. I, like many of you reading this, have been extremely critical of Bethune-Cookman University over the past few years. I have also tried to make sure I became the change I wanted to see, hence the creation of The Ave.
All Hail to Thee
