21 BATTLES AND WINS 60TH ANNIVERSARY TRIBUTE Nova University quickly perfected the formula for distance learning and established student “clusters” in major cities nationwide with weekend seminars that fit the schedules of busy professionals. To ensure academic rigor, top scholars served as adjunct professors. And programs were accredited through the Southern Association of Colleges and Schools Commission, whose reviewers came from UCLA, Harvard, and other leading institutions. Expanding access to higher education came with unforeseen challenges, however. One indicator of being first to market is often litigation, and Nova faced its share. While its innovative, field-based programs catered to students unable to attend traditional day classes, they were perceived as unwelcome competition by state universities and regulatory bodies. Legal battles erupted nationwide as Nova argued against claims that state institutions held exclusive jurisdiction over educational delivery models. The university also faced roadblocks like a forced non-expansion deal in Texas and New Jersey’s refusal to recognize Nova-earned credits for superintendent licensure. While Nova ultimately prevailed in court— including a defamation case—critics continued to dismiss its programs with disparaging terms like “diploma mill” and “mail-order diplomas.” These unfounded accusations dealt a significant blow to Nova’s reputation, overshadowing the merits of its groundbreaking approach to education. Adding to the frustration, universities like New York University soon began promoting their own “university without walls” distance-learning programs, capitalizing on the very model Nova had pioneered. Nova’s no-frills approach to academics and its commitment to broad access helped stabilize the university financially. However, subsequent presidents recognized the importance of investing in the Fort Lauderdale/Davie Campus to create a sense of place and permanence. During the two-year presidency of Stephen Feldman, Ph.D., significant efforts were made to transform the “moonscape” campus. Palm tree-lined driveways, fresh landscaping, and expanded facilities, such as a larger campus bookstore, enhanced the student experience and elevated the university’s image. Because he possessed M.B.A. and Ph.D. degrees in business that specialized in finance, Feldman also focused on financial stewardship. He established an endowment, prioritized running surpluses, and raised private funds for new buildings and infrastructure improvements. His efforts culminated in securing the gift that enabled the construction of the William and Norma Horvitz Administration Building. The focus on optics led to an unforeseen but transformative development. During Feldman’s presidential investiture, Morton Terry, D.O., one of the attending delegates, sketched 11 tenets for a potential merger on the back of the event program. Handing them to trustee David Rush, Terry initiated discussions that would significantly impact healthcare education in South Florida. Two years later, Nova’s law dean, Ovid C. Lewis, J.S.D., became NSU’s third presi- dent and oversaw the merger with Southeastern University of the Health Sciences. 1975 Advertisement
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