The Mayo Clinic of higher ed — from the WashingtonMonthly.com by Kevin Carey

In a competitive economy, many students need an education like this. Unfortunately, most people like Chelsea aren’t getting one. The small colleges that specialize in high-quality teaching tend to be exclusive and cripplingly expensive. Meanwhile, the public universities that educate most students are in crisis. Rocked by steep budget cuts, they’re increasing class sizes, cutting faculty salaries, and turning away tens of thousands of qualified students. Many of those universities offered a mediocre, impersonal education to begin with. Now they’re getting worse, and nobody seems to know how to stop the bleeding.

But here’s the thing about Chelsea: she isn’t enrolled at an ancient private liberal arts college or an exclusive, wealthy university. Her institution admitted its first undergraduates less than a year ago. And while nearly every other public university in America is retrenching, Chelsea’s university is expanding, under exactly the same financial conditions. What will the taxpayer cost of this expansion be? Nothing at all.
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Lehmkuhle then struck up a partnership with the city’s biggest employer. Under the terms of an unusual agreement between UMR and Mayo, the clinic’s doctors and researchers guest-lecture in UMR health science classes. UMR students have access to research laboratories, a 10,000-square-foot medical simulation center complete with robotic surgical mannequins, and other facilities—including Mayo’s cadaver lab.
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Lehmkuhle didn’t have enough money to pay for vice chairs, and he wanted professors from different disciplines to work together. The solution: no departments.
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Lehmkuhle resolved this tension by making tenure at UMR contingent on three factors: teaching, research in the academic disciplines, and research about teaching. For UMR professors, applying their analytic powers to their own teaching practice would be a standard part of the job.
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Chelsea’s school has an unremarkable-sounding name but a groundbreaking approach to education. She is a student at the University of Minnesota Rochester, a campus based on the idea that most of what we know about how a public university should operate is wrong, that it can be done better, for modest amounts of money, right away. States across the nation could solve many of their higher education problems by replicating this effort—if they can overcome the entrenched interests of existing colleges and their own failure of imagination.

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America’s system of old universities has always done a good job of educating a small percentage of talented and well-off students. But the old system is ill-equipped for Jessica Gascoigne and Chelsea Griffin and hundreds of thousands of other students who need universities that are designed to help them in the way that UMR helps its students. For now, the University of Minnesota’s new Rochester campus is an interesting outlier. If more people can see the true potential of its newness, it will be much more.