what is going on at king university and why should we care

8/13/2019 What is Going on at King University and Why Should We Care

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What is Going on at King University and Why Should We Care?

Some alumni who have close ties to the university have raised a red flag that there areproblems at King University. Some of these problems include how it is operating and thedirection it is taking; but the most troubling concerns come from how the current faculty and

students are being treated. Attempts to discuss these problems with the administration have lednowhere. Therefore, some alumni and students have formed a grassroots effort to investigatethese claims. Through this process, it has become apparent that the current administration maybe at the root of the problems at King. We want answers and we want a solution.

As alumni, we are stakeholders in this university. The fact that we spent approximately $80,000on our education means that we actually own a piece of the school and have the right andresponsibility to react when we think the university is acting inappropriately.

We share below what we currently know. It is an incomplete story, but we hope through openand honest dialogue between the administration, trustees, faculty, students, and alumni, we cancomplete it.

1. FACULTY ATTRITION

There has been extensive faculty turnover over the last 15 years. As of today (1/31/14), thereare 44 job openings listed on King’s website1, 31 of which are faculty positions.

Seven faculty have been terminated in the last year ( Graham, Dodge, Pollard, Carroll, Dollar,Stewart, Hale.)

Eight faculty have been involuntarily removed from their chair or position ( Fitsanakis, Quinn,

Erickson, Vande Brake, Shaw, Kreiss, Remillard, Percy.)

Five faculty/staff have left or announced they are leaving ( Strang, Toomey, Trapp, Stephens,Mercure, King.)

Dr. H. William Pollard, former director of both the MBA and BBA programs, taught at KingCollege and then King University from 2005 to 2013. His account is as follows:

“I joined King College in 2005, to teach in King’s new MBA course offering. Later, Iserved as the MBA director and the BBA director. I became a full professor in myseventh year. I was always evaluated by the dean of the business school and alwaysreceived a rating of “Excellent.’ I had an annual review in fall of 2012 in which I received

an excellent rating. I never received any additional or revised feedback until the day thatI was terminated. My teacher evaluations were of some of the highest in the businessschool.

" http://jobs.king.edu/


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What is Going on at King University and Why Should We Care?Concerned Alumni of King UniversityFebruary 2, 2014

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I worked closely with the dean of the school of business to develop the MBA and BBAcourse offering. I collaborated with colleagues on a paper published in March and twoconference presentations to be made in Spring of 2013.

In February 2013, I received a call at home from the secretary of the school of business

and was told to come to the school of business dean’s office as quickly as possible.

When I arrived, Benny Barry, security director at King, met me and told me I had to turnin my office key and prevented me from entering my office. I asked him what washappening. He told me that he would discuss that when I returned at 5:30 that afternoon.He told me that I would not be teaching any classes that evening and that I must leavecampus immediately and that I needed return at 5:30 that evening and could clean outmy personal things then.

When I returned at 5:30, Benny met me in the reception area outside the dean’s officeand said he could not discuss anything with me, but had a paper for me to sign. Thepaper outlined my immediate resignation in exchange for two months pay. This wasFebruary and my contract actually extended through July, but I signed the form anyway.They had me over a barrel. To have no income would have put us in a financial bind andI could not fight their lawyers. I was escorted off campus by security and told never toreturn. When I returned to the college that evening, I learned that my office had beencleaned out by uniformed security personnel, not maintenance personnel, during regularbusiness hours in front of other faculty and staff.

I was never given a reason for my dismissal. I do not believe my academic superior, thedean of the school of business, had any knowledge of what was happening when I cameto his office on the day that I was dismissed. I certainly do not know any reasons thatcould have justified my termination. I always voiced my academic opinion, but at the

department level. I raised some questions about the introduction of a new AccountingMajor within the MBA program. The administration had proposed the new offering, butwas not requiring any pre-qualifications in accounting to enter the program. This wouldhave graduated students unqualified for higher-level accounting jobs. I thought weshould require an accounting undergraduate degree to enter the program as to notembarrass unprepared graduates as they matriculated into the workforce.

The worst part about losing my job is that I never had the opportunity to ask why I wasdismissed or to appeal to a higher authority. I never had the chance to speak to mycolleagues who saw me escorted out by security. It created an impression among thestaff of the school of business that I had done something very wrong. It’s almostunthinkable that an organization would do that.”

Dr. John Dodge, former director of the traditional undergrad business program and professor ofeconomics, also agreed to share his account:

“I was one of those who was "transitioned." No advance notice of warning, nostatement of cause at the time nor since then. The time was mid-semester,which did students no good. Obviously, new instructors were assigned andhad to pick up the pieces mid-stream.


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I don't necessarily disagree with the strategic direction that Jordan wants to go. Manysimilar institutions are doing the same--adult, professionalprograms, online; looking for transfer students from community colleges tofeed into bachelor completion. For some, it has made all the difference in

survival. Done well, it can be just what smaller schools need. I have someopinions on how well Jordan does this sort of strategy, but the board shouldwork on that…

In my case, I was in the second year of a three year contract, andpushed back. I demanded financial compensation, and received an increase inthe amount that King offered to make me go away…

The last payment was December 31, and I am now old enough to collect social security.My goal was income rather than some form of “revenge,” or “justice.” I can retire, andchose to do so. Part of the agreement was to not speak out. Obviously, Jordan cannotwithhold payment now.”

Why are the faculty at King leaving? A website has been set up that claims to be “The Voice ofConcerned Faculty and Staff at King University,” and provides a perspective. It can be visitedhere: http://king1867.wordpress.com/.

A comment that claims to come from one of those faculty members:

“The absolute worst thing for me as a faculty member since Dr. Jordan’s cloak ofdarkness (or is it rather incompetence?) descended on King 3-5 years ago, is this: theclimate of fear, intimidation, and paranoia that has spread across this campus has drivendivides in my relationships with most of my dearest friends. I have been either too

exhausted, depressed, paranoid, or afraid to maintain these essential humanconnections. For that, I alone I am ultimately to blame, and I am deeply sorry.

The vast majority of people in the faculty, on the staff, and in the administration aregood, decent, loving people who have been beaten down by a dysfunctional set ofcircumstances If they are like me, the last few years have damaged my faith in God, inhumanity, and myself. King is not just a work environment for most of us— it is a callingfrom God that we can no more shake loose than our own family. If and when a change inleadership comes, I personally pledge that I will do everything in my power to reconcilewith those I’ve neglected or lost connection with. We will need to forgive, forget, andtrust again. Our students deserve nothing less.”

-Anonymous 2

In response to rumors of poor faculty treatment on campus, a faculty survey was conductedcalled King Faculty Voices.3 This alumni-conducted faculty survey was collected January 5 – 29,2014.

# $Climate At King ‘Damages My Faith In God,’ Says King Faculty”, King 1867 , January 30, 2014,http://king1867.wordpress.com/2014/01/30/climate-at-king-damages-my-faith-in-god-says-king-faculty/ .


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The survey was conducted anonymously to protect identities of the respondents and drive participation. Survey Monkey provides IP address metadata to check for multiple responsesfrom same source, so that check is in place. The response rate tracks closely to actual facultynumbers, and there is a variation in responses...some people report being satisfied, most do

not.

This survey, which continues to circulate, finds 61.3% of respondents feel unsupported inbalancing teaching, institutional service, mentoring and research. Seventy-three percent (73%)are unhappy with compensation and 66% are unhappy with their benefits. Eighty-six percent(86%) disagree that faculty are involved adequately in major decisions that impact their worksuch as departmental reorganization or addition of programs. And sadly, more than 80% believethat King does not have the resources to attract and retain a strong faculty for the future.

We have heard that some faculty feel they work in a culture of fear and intimidation. The KingFaculty Voices Survey asked questions that hope to provide insight around this concern.

Seventy-eight percent (78%) strongly disagreed with the statement “I know I have the freedomto express my honest views about the direction of my department without worrying aboutreprisals or retaliation”. When “disagree” and “strongly disagree” responses were totaled thenumber is a staggering 89%. Eighty-eight percent (88%) disagree or strongly disagree with thestatement “I have a high or very high level of trust in the senior leadership of my employer.”What kind of environment are faculty and staff being forced to work in?

One very troubling statement to come out of this survey is that 81% disagreed with thestatement “I am always free from external pressure when grading or evaluating my students.”

The alumni seek answers to these troubling allegations.

Note: We will update this document as soon as we have permission of more departed facultymembers to share their accounts publicly.

2. STRATEGIC FOCUS

Over the years, King leadership has made significant missteps in pursuing its 1998 strategicplan.

One such misstep was the Academy at King, chartered in 2008. The Academy’s stated missionwas “to empower students to reach full potential.” While it is unclear how the expansion ofKing’s educational offering to pre-college students fit into a viable growth plan for King College,a 20,000 square foot building was completed in 2011 to house this extension of the KingCollege brand. In March 2013, the Academy announced it would be closing its doors due to

3 http://kingvoices.com/ ; (87 Survey N = 45 Survey Response rate – 52%, Question response rate 100%)

Co-Authors Jess Mahone, PhD., Katy Stigers, MA, Heather Whitney, Ph.D.


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economic failure.4 The Academy at King could not attract the 50 students it needed annually tokeep its doors open. According to King University’s 2012 990-statement, King assumed a $1.5Million note for the construction of the building.

In 2008, King also announced intentions to create a school of medicine and received a $25

Million grant from Virginia Tobacco Indemnification and Community Revitalization Commissionto help fund the medical school. When the Commission exited a $10 Million partial fundingagreement in December of 2012, King was forced to look for funds elsewhere and established acorporate entity to lead and fundraise for the medical school. At that point, King stepped backfrom its involvement in the future of the medical school at substantial cost to the institution.5

Certainly, there is a shift in academia away from liberal arts education to more pre-professionmodels of education. King has embraced an online delivery model as well. This is based on thechanging needs of students, new advances in technology and a response to economic andindustry employment needs.

With so much emphasis on the online delivery method, one concern is that King has notinvested properly in the infrastructure needed to build a successful online offering.

According to a member of King’s IT department, writing for “King 1867” under the nomme deplume of “Firewall,”

“I have never in my career worked for an organization that was so lacking in ITresources while overreaching so much that the very integrity of its system was underconstant threat of complete collapse… The best way to understand this is simple – takethe derelict state of King’s buildings, demolish the roofs and strip them of all plumbingand wiring. What you’ll get is basically the state of our IT infrastructure right now.

The size of our staff is less than a third of what it should be for an operation the size ofKing [University]—especially when you add the online programs. Most of us were hiredless than 16 months ago, and when we arrived we were appalled by the lack of basicplanning for IT infrastructure. No IT metrics were captured and disseminated, there wasno analysis of user needs. The most worrying thing of all was that absolutely no thoughthad been given to the capacity that we needed to buy in order to facilitate the franticpace of president Jordan’s …King University Online plan…So we jumped into this onlineteaching project completely unprepared.” 6

4 “The Academy At King To Close At The End Of The Year,” WJHL, Mar 27, 2013,(http://www.wjhl.com/story/21807453/the-academy-at-king-to-close-at-the-end-of-the-year )5 “Future Of King School Of Medicine Rests On Newly Established, Independent Corporation,” Bristol

Herald Courier , Dec. 20, 2012, (http://www.tricities.com/news/article_c731f4c5-de28-54f8-b478-02d3190d91b0.html?mode=jqm)

% “A Desperate Message From King’s IT Department,” King 1867, Jan. 32, 2014,(http://king1867.wordpress.com/2014/01/31/a-message-from-kings-it-department/ )


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Interested in assessing the financial health of our alma mater, we have made requests to KingUniversity for financial statements. According to King University’s 990 to the IRS, King makesfinancial statements available upon request. However, we have not been granted access to therecords. Until such records are provided, we do not have an accurate picture as to whether ornot claims as to the financial health of the University made by the Chairman of the Board of

Trustees are correct.

It is our understanding that the Board of Trustees have called in an auditor to take a look at theUniversity’s financial records. We are encouraged that the Board is actively investigating thefinancial records of our alma mater. We, the Concerned Alumni of King University, insist thisauditor be an independent third-party, unaffiliated with any of the members of the Office of thePresident, current Administration, or Board of Trustees.

3. ABUSE OF POWER

According to the “King College Faculty Handbook (Revised July 2011)”, almost every decisionultimately lies with the Office of the President. There are hardly enough checks and balances inplace to prevent abuses of power, but those which are in place are being ignored.

For instance, Article 3.1.5 of the King College Faculty Handbook (Revised July 2011) outlinesmeetings of the faculty. Point 5 states that “Proposed changes in educational policies must becirculated to the Faculty two days in advance of the meeting at which they are to be presented,provided that the foregoing requirement of prior circulation may be suspended by a three-fourthsvote of those in attendance.”

It has been widely reported that Faculty do not experience inclusion when it comes to makingacademic decisions or changes to educational policies.

There are interested parties who are current or previous members of King University’sadministration who are meeting with the Trustees to present a detailed account of Dr. Jordan’sabuses of power over the last 15 years. While we do not have access to these allegations, weare hopeful that the Board of Trustees of King University take these allegations seriously andagree to investigate the claims made.

4. TRANSPARENCY

On Friday, January 31, 2014, in an interview with WCVB News 5, Dr. Jordan said: “We've been

very proactive in engaging this, speaking with students, faculty, alumni and trustees, all of whichI think is very normal in this environment."7

& “Some King University Faculty Worried About Job Security”, WCYB , Jan. 31 2014,(http://m.wcyb.com/news/king-university-faculty-worried-about-job-security/-/21997070/24227238/-/1vp75e/-/index.html)


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However, according to Andre Latimore, President for King’s Student Government Association,the Administration has chosen to skip student-led forums to ask questions and instead requirestudents to voice their concerns via email.

King has also been stifling honest discourse on social media, removing posts and blocking

users for expressing negative viewpoints of the college and asking too many questions. It isunknown if this is the policy of the members of the Media and Marketing department at King or ifit is the directive of the President himself. Comments on the University’s Facebook page havebeen removed and users blocked. The @KingCollegeTN Twitter handle, after being the subjectof many negative tweets, has been restricted. The administrator for the King University AlumniAssociation on LinkedIn is removing conversations meant to create awareness amongst alumni.

While many colleges and universities publically post the members of the board of trustees alongwith a description of the responsibilities of those trustees on their websites, King does not. Infact, it has been made known that King’s trustees do not have each other’s contact informationand are not encouraged to communicate with each other.

According to King University’s 990 statements to the IRS, King makes financial statementsavailable upon request. However, CPA alumni have been requesting these documents and havenot been granted access to the records.

We have all heard reference to the 1998 Strategic Plan that was again updated in 2008.Unfortunately, attempts to view this plan have been unsuccessful.

5. ROLE OF ALUMNI

In his Ethics , Dietrich Bonhoeffer tells us that, "The man who acts in the freedom of his own

most personal responsibility is precisely the man who sees his action finally committed to theguidance of God."

As stakeholders who have invested in King University and been shaped by faculty memberswho now have asked for our help as interested parties, we have an obligation to question theleadership of King University. We have a lot at stake. If findings of the Faculty Voices Surveyare accurate, and faculty truly are prevented from assigning accurate grades for academicperformance, this needs to be investigated.

If faculty are being dismissed inappropriately and in ways that do not align with the policies setforth in the Faculty Handbook, there needs to be an investigation.

If unqualified professionals are being installed in positions of academic authority because oftheir allegiance to Greg Jordan and qualified faculty being removed from those positionsbecause of their questioning of certain changes made in a pursuit of a new academic vision forthe institution, this needs to be addressed.

We have a voice. We can take action. If any of these concerns resonate with you, join in amovement to capture the attention of the Board of Trustees and get them to investigate thevalidity of these claims.


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Steps to Take:

The most effective way to participate is to write a letter to the Board of Trustees, demanding aninvestigation and a public, open dialogue. You can email your letter to the Board of Trustees at

[email protected]. Our letters are being mailed to each individual Trustee in hopesthat our concerns reach them uncensored.

Visit these links for more information:

• http://king1867.wordpress.com/2014/02/02/213/#more-213 • https://www.facebook.com/wearenotasleep

Share this document with your fellow alumni and encourage them to educate themselves on theconcerns that are known and join us in asking the Board of Trustees to investigate the claimsthat we do not know.

Withhold financial support of the institution until changes in leadership have been made.Once changes are adopted and a new administration is actively pursuing a vision that willsustain King University in a manner that aligns with her mission, your financial support will becritical to boosting this course correction.

Finally, pray. “For the weapons of our warfare are not of the flesh, but have divine power todestroy strongholds. We destroy arguments and every lofty opinion raised against theknowledge of God, and take every thought captive to obey Christ,” 2 Corinthians 10:4-5.

Thank you,

Concerned Alumni of King University

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