Finance
US colleges are cutting majors and slashing programs after years of putting it off
Christina Westman dreamed of working with Parkinson’s disease and stroke patients as a music therapist when she started studying at St. Cloud State University.
But her schooling was upended in May when administrators at the Minnesota college announced a plan to eliminate its music department as it slashes 42 degree programs and 50 minors.
It’s part of a wave of program cuts in recent months, as U.S. colleges large and small try to make ends meet. Among their budget challenges: Federal COVID relief money is now gone, operational costs are rising and fewer high school graduates are going straight to college.
The cuts mean more than just savings, or even job losses. Often, they create turmoil for students who chose a campus because of certain degree programs and then wrote checks or signed up for student loans.
“For me, it’s really been anxiety-ridden,” said Westman, 23, as she began the effort that ultimately led her to transfer to Augsburg University in Minneapolis. “It’s just the fear of the unknown.”
At St. Cloud State, most students will be able to finish their degrees before cuts kick in, but Westman’s music therapy major was a new one that hadn’t officially started. She has spent the past three months in a mad dash to find work in a new city and sublet her apartment in St. Cloud after she had already signed a lease. She was moving into her new apartment Friday.
For years, many colleges held off making cuts, said Larry Lee, who was acting president of St. Cloud State but left last month to lead Blackburn College in Illinois.
College enrollment declined during the pandemic, but officials hoped the figures would recover to pre-COVID levels and had used federal relief money to prop up their budgets in the meantime, he said.
“They were holding on, holding on,” Lee said, noting colleges must now face their new reality.
Higher education made up some ground last fall and in the spring semester, largely as community college enrollment began to rebound, National Student Clearinghouse Research Center data showed.
But the trend for four-year colleges remains worrisome. Even without growing concerns about the cost of college and the long-term burden of student debt, the pool of young adults is shrinking.
Birth rates fell during the Great Recession of 2007 to 2009 and never recovered. Now those smaller classes are preparing to graduate and head off to college.
“It’s very difficult math to overcome,” said Patrick Lane, vice president at the Western Interstate Commission for Higher Education, a leading authority on student demographics.
Complicating the situation: the federal government’s chaotic overhaul of its financial aid application. Millions of students entered summer break still wondering where they were going to college this fall and how they would pay for it. With jobs still plentiful, although not as much as last year, some experts fear students won’t bother to enroll at all.
“This year going into next fall, it’s going to be bad,” said Katharine Meyer, a fellow in the Governance Studies program for the Brown Center on Education Policy at the nonprofit Brookings Institution. “I think a lot of colleges are really concerned they’re not going to make their enrollment targets.”
Many colleges like St. Cloud State already had started plowing through their budget reserves. The university’s enrollment rose to around 18,300 students in fall 2020 before steadily falling to about 10,000 students in fall 2023.
St. Cloud State’s student population has now stabilized, Lee said, but spending was far too high for the reduced number of students. The college’s budget shortfall totaled $32 million over the past two years, forcing the sweeping cuts.
Some colleges have taken more extreme steps, closing their doors. That happened at the 1,000-student Birmingham-Southern College in Alabama, the 900-student Fontbonne University in Missouri, the 350-student Wells College in New York and the 220-student Goddard College in Vermont.
Cuts, however, appear to be more commonplace. Two of North Carolina’s public universities got the green light last month to eliminate more than a dozen degree programs ranging from ancient Mediterranean studies to physics.
Arkansas State University announced last fall it was phasing out nine programs. Three of the 64 colleges in the State University of New York system have cut programs amid low enrollment and budget woes.
Other schools slashing and phasing out programs include West Virginia University, Drake University in Iowa, the University of Nebraska campus in Kearney, North Dakota State University and, on the other side of the state, Dickinson State University.
Experts say it’s just the beginning. Even schools that aren’t immediately making cuts are reviewing their degree offerings. At Pennsylvania State University, officials are looking for duplicative and under-enrolled academic programs as the number of students shrinks at its branch campuses.
Particularly affected are students in smaller programs and those in the humanities, which now graduate a smaller share of students than 15 years ago.
“It’s a humanitarian disaster for all of the faculty and staff involved, not to mention the students who want to pursue this stuff,” said Bryan Alexander, a Georgetown University senior scholar who has written on higher education. “It’s an open question to what extent colleges and universities can cut their way to sustainability.”
For Terry Vermillion, who just retired after 34 years as a music professor at St. Cloud State, the cuts are hard to watch. The nation’s music programs took a hit during the pandemic, he said, with Zoom band nothing short of “disastrous” for many public school programs.
“We were just unable to really effectively teach music online, so there’s a gap,” he said. “And, you know, we’re just starting to come out of that gap and we’re just starting to rebound a little bit. And then the cuts are coming.”
For St. Cloud State music majors such as Lilly Rhodes, the biggest fear is what will happen as the program is phased out. New students won’t be admitted to the department and her professors will look for new jobs.
“When you suspend the whole music department, it’s awfully difficult to keep ensembles alive,” she said. “There’s no musicians coming in, so when our seniors graduate, they go on, and our ensembles just keep getting smaller and smaller.
“It’s a little difficult to keep going if it’s like this,” she said.
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The Associated Press’ education coverage receives financial support from multiple private foundations. AP is solely responsible for all content. Find AP’s standards for working with philanthropies, a list of supporters and funded coverage areas at AP.org.
Finance
Protecting Bolivia’s forest watersheds with sustainable finance
Why financing matters for forest restoration
Over the past several years, Armonía and local communities have made significant progress restoring parts of the Tunari protected area. To date they have planted 1.25 million trees, with more than half of these planted in the Tiquipaya municipality. Community wildfire brigades have been strengthened, reservoirs built to secure water, and new systems created for communities to participate in watershed management.
One of the most important actions was strengthening the structure and function of a watershed governance body, known as Organismo de Gestión de Cuencas (OGC). This coordinates restoration activities and helps design sustainable development strategies for the communities living in the park, helping rebuild trust between them, park authorities and conservation organisations. Women leaders have played an important role in shaping this work.
However, a major challenge was highlighted – restoration takes decades, but most conservation funding arrives through short-term projects. Without stable long-term financing, restoration gains are difficult to maintain.
How the financing model would work
The proposed PES mechanism would collect small contributions directed into a transparent trust fund with independent governance. Resources would then be invested in three main areas:
- Forest restoration and protection – Communities would receive incentives for protecting existing forest and payments tied to successful restoration outcomes.
- Community sustainable development – Investments would support livelihood activities that reduce pressure on the forest, such as sustainable agriculture, water management and local enterprises.
- Strengthening park management – Funds would help support ranger capacity, wildfire prevention and long-term monitoring within Tunari National Park.
For communities, the system recognises their role as custodians of the watershed. For urban residents, it offers a practical way to support the ecosystems that provide their water. For public and private partners, it creates a transparent structure for long-term investment in landscape restoration.
Once fully implemented, the mechanism could generate an estimated £3 million per year for watershed protection and restoration.

Designing a Payment for Ecosystem Services mechanism
Over the past two years, Armonía has worked with municipalities, communities and regional institutions to explore how a PES mechanism could work in the Cochabamba region.
The PES concept is straightforward. Communities living in the upper watershed protect and restore forests that provide essential services such as water regulation, erosion control and biodiversity conservation. Downstream users who benefit from these services contribute financially to support that stewardship.
Through the Accelerator process, Armonía undertook studies, assessments and consultations across the Cochabamba metropolitan area’s seven municipalities. Many residents recognised that protecting the forest is directly linked to their water security. Based on these encouraging results, Armonía and their partners are developing a regional trust fund.
Building the institutions behind the mechanism
The financing system is only one piece of the puzzle – strong governance and community participation are also essential. With FIA support, Armonía is now helping communities develop ten-year sustainable development strategies that identify restoration priorities and income opportunities. A multi-stakeholder platform will oversee the initiative and guide decisions, while the park administration is also receiving support to strengthen monitoring, prevent wildfires and improve co-ordination.
A new model for watershed protection
The work underway in Tunari is about more than planting trees. It’s about building a durable system that links ecological restoration, community leadership and long-term financing. Once the mechanism is operational, it could transform how the Tunari watershed is managed. Instead of relying on intermittent projects, the region would have a locally supported financing system that rewards stewardship and protects the Kewiña forests that has supported life in the Andes for centuries.
Finance
Building a scalable finance function at Coca-Cola Europacific Partners
Implementing the “Future of Finance Academy”
KPMG in the UK worked with CCEP to co-create a comprehensive learning program for senior managers and associate directors in its finance function. We began by developing a strong understanding of the unique business context in which the company and its finance team operate.
This also helped us determine the best mode of delivery for its globally distributed finance function and identify opportunities to stretch CCEP’s ambitions further.
For example, the KPMG team proposed turning the final module of the course into a showcase presentation. Trainees applied what they had learned to real business challenges and presented their solutions to the board in a business pitch-style competition. Although this added to finance leaders’ already demanding workload, it proved to be one of the course’s most successful elements, enabling participants to put their new skills into practice.
Before work on the Academy began, KPMG developed a detailed plan setting out how the two teams would work together, ensure consistency across the learning modules, maintain quality assurance, and manage changes to scope.
KPMG professionals then collaborated closely with CCEP to co-create bespoke learning content, with CCEP’s senior finance leaders acting as subject matter experts alongside our own finance specialists.
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