Fred ClarkThis conversation explores the legacy and challenges of Northland College, focusing on the insights of David Saetre, a Northland Emeritus Professor who reflects on his 25 years at the institution. The discussion covers the college’s golden era, the struggles it faced, leadership transitions, governance issues, and the disconnect between its mission and operations. It concludes with thoughts on the future possibilities for the college and the enduring legacy of its community.
- “The heart and soul of Northland College.”
- “Northland has faced struggle throughout its history.”
- “The college hit its high water mark in the mid to late 90s, but there were dark clouds gathering even as the college celebrated.”
- “Transitions in college leadership became a real albatross.”
- “Trustees never seem to take faculty expertise seriously.”
- “There was a gap between the mission and the curricular program.”
- “The college relied on one or two major donors to carry the load.”
- “The legacy endures and nothing can take that away.”
Transcript
Fred
Hello and welcome to Pulse of the Bay, the news and public affairs show from 97.7 FM WVCB LP Ashland. We are the voice of Shawamagun Bay. WVCB FM is community radio. Our programming, our music, news, documentary and discussion strengthens our sense of place and connection among the communities along the south shore of Lake Superior. You can check us out at wvcb.org.
I’m Fred Clark, your host for Pulse of the Bay, a program for sharing news, events, and in-depth discussions with interesting people of all kinds throughout the South Shore. And I’ve been really looking forward to this conversation today. It’s May 28th, 2025. I’m here with David Saetre. David is an Emeritus Professor of Philosophy and Religion at Northland College.
David, welcome to Pulse of the Bay.
David
Thank you, Fred. Absolutely.
Fred
We are here together at the Washburn Library today. David, over 25 years at Northland, you served as the college chaplain and as a staff member and a member of the faculty.
Over that time, you built close relationships with students, faculty, current and past board members, and at least four college presidents that you’ve served during that time? If you count them all, I think it’s eight. Eight? Yeah, which we’ll get to. That’s one of the issues that became real problematic for the college, senior leadership transitions and change. Sure.
Well, you have been one of the few constants over that period. I think some people who know you well and have worked with you have referred to you as the “heart and soul of Northland College”. So I’ve been looking forward to this conversation. And I know many listeners of the station will be as well who are close to Northland. And of course, as most of our listeners know, we’re taping this episode during the last week of operation of Northland College as we know it today. The school graduated its last class of seniors and graduating students last weekend.
As of the end of this month, the college will close formally, along with a loss of jobs for about 130 faculty and staff, and disruption of the academic plans for all those students who were not able to complete their education.
Beyond those who are directly affected, all around the area, I’ve sense and we’re all sensing just a sadness for what the loss of this hundred and thirty four year old institution will mean for the long term of the community and the region. There are lot of hopeful discussions going on about possible futures for Northland and we’ll talk more about those. There’s also a lot of long held frustration and some disappointment over the failure of the Northland administration to create meaningful engagement with the faculty, the alumni, or any of the many local units of government and community leaders and agencies, all the groups who have both a deep stake in the future of Northland and who could contribute and would contribute to helping envision and realize that future.
For full disclosure, I reached out to Northland last month and again this week to request an interview with a representative of the school and talk about their plans. But to date, I’ve not received any responses to those requests. So David, let’s start with some context. maybe perhaps you could begin by telling us about your own path as a person of faith and an academic. When did you arrive at Northland and what got you here?
David
I started working at Northland in the fall of 1996. And previous to that I’d been a parish pastor. I studied and did undergraduate work in Minnesota at a small private college. And did graduate work at the University of California and the Graduate Theological Union in Berkeley, California.
and eventually wound my way to Northland. I had some friends who were working at the college and informed me that there was an opening in the chaplaincy program and they were actually looking at a one-year interim chaplain and one year turned into 25 years. So soon after I arrived, I also began to teach and my teaching responsibilities ended up being a little more than half of my total work.
The last three years at Northland, I taught full time and dropped the chaplain’s side of my work instruction? Mostly religious studies, comparative religion, some philosophy courses early on before we had added my colleague and friend Tim Doyle as a full-time philosopher. I also worked with Les Aldritt in the religious studies program, he remains a dear friend and wise mentor.
Fred
Well, and one of the things you were explaining to me earlier was that among your various roles as chaplain was the role of opening and closing the meetings of the boards of trustees over the years.
David
Yeah. And those little devotional times of the board became meaningful, I’ve been told that many times by many, many different board members over the years.
And it also meant that I was there. I was in the room, as one says, for board meetings. I also had a close working relationship with several of the presidents, especially President Bob Parsonage, became a close friend and confidant. He consulted with me on a number of issues.
often conflict and controversies. Several of the deans also had that kind of relationship with me. And a handful of board members had been both personal friends and also sought my counsel on issues related to the college.
Fred
So for a school that’s 134 years old, think. You were there for a good 30 of those years at this point, close to it. Close to it, yeah. So talk about Northland at its best. What was the golden era for this school in your experience?
David
Well, let me begin to answer that question with the observation that Northland has faced struggle throughout its history. It’s part of its story, in fact, was its perseverance. So the year after it was founded, the nation went through a deep recession. The college has faced all kinds of financial and enrollment challenges. In the early years of the college, The first graduating class included three members. In 1945, the college graduated one, Alice Chapel, because of the war years.
But the college persevered, in part because it had a niche of providing education for men and women from the beginning. Back in those days, most schools were segregated. was intentionally men and women. It intentionally welcomed the children of immigrants who had no money and also the children of Native peoples, Odanah, Redcliff, and LCO. So long before we coined the term environmental or the environmental mission of the college, it always had an eye toward education for the sake of civic strength and, I would argue, environmental restoration. This was the land of the great cut over four million acres clear cut.
And the founders, you can see it in all the documents, they absolutely believed that the light of higher education would open paths for future generations to restoring and healing the land and building vibrant, growing and sustainable communities. So when was the golden era? Maybe the founders’ vision that sustained it through really challenging times.
The college in many ways hit its high water mark in the mid to late 90s. By the year 2000, the college enrolled almost 900 students. The board set a goal of over 1,000 students, which was problematic, by the way, but we might get to that later.
It had the strongest faculty in the history of the college. The strength of that faculty carried through the next several decades. But they had built a really strong faculty. They had embodied the environmental mission of the college and had embedded environmental curricula throughout the course and throughout the different disciplines.
So in religious studies, for example, there was the expectation that we would embed environmental religious thought or religious thought and religious traditions and how they related to nature. So the theme throughout programs at school. The college had just been through a successful capital campaign. They raised 18 million dollars in 1996, I think, 97.
They had launched a program called Celebrating Momentum 2000, which was supposed to launch the college into this grand new century of fulfilling its mission, growth. They had set the goal of becoming the leading environmental liberal arts college in the country.
Fred
Well, thousands of students who came through Northland during those years, so many of them are still in this region today. Yeah. Yeah. Who have started businesses or creative enterprises or gone to work for the park service or the forest service or local units of government. Northland has been almost the farm team to calculate the creative prosperous region.
David
Very, very true. And it’s extensive from local musicians. You can even see some of the heart of the music scene from the big top to…bands, the arts, we’re proud of this being an art center in many ways, especially ceramic arts, pottery, the whole Eccles phenomenon, Bob Eccles came here back in the day, and interns, pottery interns and artists that came through through that is extraordinary.
Back to when was the Golden Age, at that time Northland had this an expansive Arts and Letters program with full-time employees managing an Arts and Letters program. The St. Paul Chamber Orchestra came to the college every year. The letters program included annual visits with the likes of Gary Snyder was here, Terry Tempest Williams. mean, major names in both environmental but also cultural literature.
So there..You know, it was a vibrant place, not only for all of those alum that you’re talking about who live here and breathe all this life into the Chequamegon Bay region, but also for the larger communities bringing in these kinds of resources and experiences for people. It was really kind of an extraordinary outreach program. So that was still going in 2000.
Fred
And there was a lot of investment at that time and facilities and buildings to accommodate that growth. And yet you were saying that at the same time there were, call them trends or storm clouds or signs maybe on the horizon that were telling a different story about…things the school needed to pay attention to. Say more about that.
David
Yeah, very much so. Yeah, there were dark clouds gathering even as the college celebrated the Momentum 2000 program. if you look back, the college had embarked on a new approach to athletics. They had moved from the NAIA to NCAA III. And there were certain changes that occurred that brought athletics more and more into the core mission of the college. We can say more about that later.
But from that point on, the late 90s, there was a real transition adding both men’s and women’s sports to the curriculum. And the college would continue to tinker with that as a driver for admissions. Also, even though the college had reached this zenith of about 900 students, there were trends in admissions that were raising concerns even then.
There were several trustees at that time that raised some very serious questions about one, the retention / admissions program had a really talented vice president and leader at that time. They would bring in around 300 new students a year. But the college was struggling at around a little over fifty percent retention. So by graduation in four, even going out as far as six years, we were in the low fifty percentile of graduates. That’s one of the really big dark clouds as I was calling it. A signal or a metric that you’d… Yeah. then…
I mean, there’s a list of things that you could see even by the year 2000, certainly by the year 2006. So if I can number several of these, if that’s all right. One, transitions in college leadership would eventually become real albatross over the next 25 years. The retirement of Bob Parsonage in the early 2000s was followed with some stability under new President Karen Halberst-Lavine. But there was a real increasing turnover at the vice president leadership positions over the next 20 years. And this was especially acute with enrollment management, vice president for enrollment and admissions program. I can’t count the number.
And some of the vice presidents for admission during that time came from the outside with no appreciation for the history and unique mission and niche of the college. So one admissions VP, for example, thought that you couldn’t market either the word environment or the environmental liberal arts. And so he unilaterally struck Environmental Liberal Arts from the marketing materials that they use to recruit students. So here’s the the college that has this extraordinary mission that was no longer part of its marketing materials, because one individual came in with a different idea. Yeah and and again there were a whole series of Leaders in the admissions program.
But there was also significant turnover in finance and finance administration, and then finally with the retirement of long-serving Don Chase, who was brilliant in advancement, it led at the end to a near collapse of the advancement program of the college and a slow kind of bleed of talent from the advancement offices of the college. of course advancement in modern college administration is more than half the battle. And for Northland, it’s the critical piece that I’m gonna argue that’s where the trustees really failed was to address the long-term financial needs of the college.
Fred
So advancement is the term that other entities might use for development or financial sustainability, major giving, right?.
David
Yes
Fred
So there’s a…I think a tradition in schools of higher education for this idea of a shared governance with faculty and administration. That big decisions are supposed to, of course, involve the faculty. Can you say more about how that worked or didn’t work at Northland and how were the vision and the institutional knowledge of the faculty sort of embedded into those decisions?
David
Looking back, that’s an area of frustration for me. I thought there were a number of missed opportunities, especially at the trustee level, to really engage faculty. We had faculty who had significant expertise in, for example, marketing. We had real talented social scientists at the college that could look at trends. Several of my colleagues in the sociology department were talking about demographics challenges that higher education would face by the mid 2020s, duh.
They were talking about that around 2005, 20 years ahead. The trends were there. I had faculty colleagues talking about in the early 2000s about the declining interest and demand for traditional liberal arts education.
The trustees just never seem to take those talents and expertise seriously in their own deliberations, always looking outside. and again…this is my opinion, an attitude that the faculty were employees, like line workers in a factory, delivering a product which is information that students would buy and take with them with the degree that they could sell and move along in their life.
That’s not what a faculty really is at its best. It’s a collegium of really bright, highly trained people with expertise in areas that the college could use. Now, I must say on the other hand, there were real serious efforts by administrations to engage the campus community in strategic planning. So President Halvors-Labin had called PCAMP, President’s Council on Enrollment Management and Program.
Faculty were often involved in higher learning commission evaluations of the college and accreditation processes. And then there was a serious effort in the mid first decade around 2006-2007 to restructure the curriculum of the college. It was one of the really comprehensive effort by the faculty, led by the vice president, Rick Fairbanks, to really refocus the curriculum again to double down on the environmental mission, streamline majors and programs, make it easier for students to graduate with kind of clear demarcations of the progress toward degrees, a serious effort to look at advising, again, to deal with the retention problem. So there were some real significant efforts.
One of the things that I’m left with now as the college closes is what happened. Why did those efforts, and they were significant, they were campus wide fail. In some ways they did fail, but they weren’t sustained. And that goes back to my point of the turnover in leadership of the college became, I think, a crisis.
Fred
There’s no way to sustain a long-term strategy with rapid turnover, especially people who didn’t have a history in the institution. And was some of the hiring associated with that turnover done, in your opinion, thoughtfully with nationwide searches? Do you think those decisions were maybe made a little bit too internally?
David
Let me count them, four presidents of the college, four presidents in about seven years. you count the longevity. None of them were hired in a competitive search. They were all inside jobs. One of them, the first of the four, came with no experience at all in higher education administration. None, zero.
the president of the college. I’m not trying to protect anyone as Marvin Swomey built his career on the west coast in Los Angeles area in international building and architecture, managing big sports complex development, and came through a variety of inside recommendations and was hired partly on a belief, I think, that he would bring long financial coattails that he had contacts that had deep pockets. And that did not happen. His tenure was one year.
Fred
I almost get the sense, as you described this, that the college was sort of moving down the road, for lack of a better word, without a real flight plan or without the kind of strategic vision and plan that all of the university would be infused by and that would drive resources and programming and, you know, strategies for advancement and recruitment. And that didn’t turn on a dime when somebody new came in. But I’m not, did that exist for the school?
David
On paper. There were especially because of the accreditation, every 10 years there was an attempt to reaffirm the mission of the college, to set new strategies and visions. There are all kinds of names of these new strategic initiatives. If you go back, there was one that was called the Lighthouse Program. That was around 2005, 2006, somewhere in there. But none of them lasted. The other thing that I think was critical during these years was a gap between the mission and the curricular program of the college and trustee leadership.
The commitment of trustees to, especially to environmental purposes and environmental causes, I think was a far gap from where the faculty in particular and maybe even senior leadership were at. And so you had this tension growing between trusteeship and how the college determined its mission. And how the college was actually viewed by the community and how it functioned.
Fred
And so do you think that, did that reflect a competing vision on the part of some of the trustees or does it reflect more of simply a lack of a different vision? Maybe both. There were competing interests within the board in the later years.
David
It seems clear that there was a board within the board. And that opacity also existed within the board where significant numbers of board members didn’t know what the board leadership was doing and would be told or they would find out later.
Fred
Again, that’s evidence of lack of a strategic approach. If you’re finding out after the fact what the board did, as a board member, you were finding out after the fact that these things had been done and with no apparent connection to a long-term strategy. Or a deliberative decision by the entire board.
David
Exactly. That becomes a real problem. And at the very same time that was happening in terms of board leadership, you had all this turnover in administration leadership of the college and you also had a Reliance on a smaller and smaller pool of big donors. What we called the Golden Age? There was a pretty broad group of potentially large donors that were Working with the college to secure its financial future. By the time you get near the end of the college
you have it relying on one or two major donors to carry the load.
Fred
Yeah. And maybe exercising a lot of inside influence?.
David
Tremendous. Including micromanagement of the donations and what they would go to and what they would support.
Fred
So when I was talking six weeks ago with…Elizabeth Andre and Tom Fitz and Emily McGillivray about Northland and especially about the period of exigency that the college went through last year. They were describing this tremendously inspiring effort that faculty and alumni had kind of all pulled together to generate ideas and try to map out a pathway for the college to come back to both solvency and a vision for how it could operate outside business as usual, which clearly was not working. And what seemed was missing from that whole dynamic was the willingness or even the invitation of the administration to embrace those ideas and to accept and consider those ideas. And I think you wrote that in fact a little bit of money came in, the door stayed open, and it seemed to go right back to business as usual in a really opaque manner without a lot of transformation.
David
Yeah, in many ways by then it was too late. Even the efforts at, there were some efforts at transformation, but even some of those efforts were doubling down on the very things that weren’t working. So again, reliance on athletics to drive not only enrollment and the enrollment at the college, but also relying on athletics for tuition dollars, again with enrollment, so that
by the end, there were more than 50 % of the enrolled students were athletes. I loved college athletics. Don’t get me wrong, they’re very important. But at a small school like Northland, with this powerful mission, environmental mission, athletics began to overtake the whole program and programmatic character of the college and even strategic initiatives. So every time enrollment started to decline, what began to happen is the college would add sports. So in the golden age, were, let’s say by 2000, there were eight intercollegiate athletic teams or programs at the college. By the time the college closed, they had 14.
Fred
14 sports, men’s and women’s. With 200, how many students?
David
Yeah, I don’t know how many. Less than 200. Less than 200, yeah. And this is, looking right now for your radio audience, I’m looking at the brochures and literature that the college produced for the recruiting for the class of 2025. Okay. And it lists 14 sports, and now one, two, three, four, five, six, seven, eight, nine majors in college. So you tell me where the emphasis is. And if your primary mission is to be an environmental liberal arts college, but you’re recruiting students who are not attracted because of the mission, but because of athletic promises, you begin to develop another disconnect.
These students are wonderful. had some of my favorite students over the
years were athletes. Whose eyes were probably opened by the environmental focus. So I don’t want to be, I don’t want to mischaracterize this, but again it shows a disconnect between leadership, trusteeship, and not just the faculty, but the very heart of the mission itself.
And it seems clear that, you know, the alignment of that mission and acceptance of the mission throughout the college and the allocation of resources just weren’t lining up.
Fred
Yeah. So, you know, there is obviously a lot of back casting we can do and that’s valuable for thinking about the future that still exists for Northland and the assets that are there and the role of the institution. I was having a conversation this weekend with a gentleman who just described the beautiful potential for a place like Northland to serve as a hub for all of the wonderful environmental and natural resource work that goes on in this region between the federal agencies like Forest Service and Park Service and the county and local governments and the Bad River and the Red Cliff tribes and the Great Lakes Indian Fish and Wildlife Commission and the various non-profit groups that contribute to environmental stewardship. Northland probably has been a de facto center for that, but it is also a possible future for the school as a place where those things were actually physically centered.
What do you see today in terms of what are the possibilities that you think about the school?
David
That’s a real tough one for me. Certainly there is energy around the Sigurd Olsen Environmental Institute and moving ahead in some fashion with the Institute itself and its programs.
The Burke Water Center has gone a long way to declaring its independence and its enduring work in the region. The harder one is the college itself. I’ve had some conversations with faculty teams that are trying to organize that kind of effort. There’s…I think a clear commitment to the Northland idea as an institution, as you articulated, the sake of educating future leaders in civic responsibility and environmental care.
Where that goes is a difficult path, and partly because of financing. Financing higher education is increasingly challenging, even for public universities, much less private, and we’re learning from the richest, most heavily endowed university in the world. Harvard is under attack, as never before. It’s a difficult environment right now.
Fred
But there is an ember. I don’t know what the right word is, maybe not quite. Perfect. I’ll say that that this is an institution that is important to the community, which has so many people and organizations who you could think of as stakeholders and the outcome for Northland. And yet, all of those people and groups are really not able to be part of the conversation about Northland’s future. And you have a board of directors that’s basically a private entity. It’s not transparent or not required to be transparent.
And I think most people with a stake in the future of the school are left wondering how those decisions are going to be made.
David
Yeah. And that’s something that I don’t know, Fred. I’ve been out of active participation at those levels of leadership at the college for a while now. I retired, completely retired in 2021.
Although I had developed a good working relationship with the President at that time, Carl Solobocki, I was gone by the time President Dayton and then President now Lundberg.
came into office.
I don’t have that same kind of information. And again, the opaque nature of this board as the college goes through this closure is adding more confusion and consternation to civic leaders in all of the communities affected by this closure. That does seem to be the case.
Fred
And I’ve heard a lot of people in different roles wish that there was a seat at the table to actually help think about that future. Understanding that the campus the size of Northland with the buildings and the physical infrastructure that’s there can…have a lot of cost implications to maintain and it’s not a simple proposition to turn that into something as useful as it has been.
David
The positive side of that, since you mentioned the facilities themselves, the college is closing with very little debt. That’s good. And in fact, I’ve argued in the past that’s the good news and the bad news.
The way in which it’s bad news is that it meant that this expansive building program in the early 2000s, where all kinds of buildings came online, those were mostly paid for. There was very little debt. The problem is, and again this goes back to decisions trustees made that you can look back and question.
There is almost a mentality of if you build it, they will come. Well, in field of dreams, that was true. But in higher education, that’s not necessarily true. Some of the infrastructure changes were absolutely necessary to compete. But on the other hand, the trustees seemed to be satisfied with paying it pay as you go and building the infrastructure of the campus without
putting the same kind of emphasis into recruitment and retention of students, adequate pay for a talented faculty, building out the academic program, but the biggest of them all, a failure to build an endowment. No college, no private college can survive today without a substantial endowment because you cannot pay as you go with tuition dollars alone.
Bob Parsonage knew this in 2000, that the next program of the college had to be a major endowment drive. If the college had $50 million, maybe sounds like a lot to your listeners, but in college endowments, that’s a fairly modest and small endowment. If we had that the college would not have closed. Would not have gone through exigency.
Fred
And as you, I think, wrote at one point, for the last eight years, correct me if this is not the case, but during the last eight years the school did not have a dedicated major gifts officer. Right.
David
Which is astonishing in a sense that that should have been a significant portion of revenue and operations for the school. Even outreach to alumni primarily was annual fund, which raised a million and half to two plus million dollars a year. No small thing.
But again, the college really needed an endowment where you could draw three to four percent a year to add income and revenue source. The college did go fishing for other revenue sources in the teens, but including things like the Burke Center. There was a hope that centers could become these kind of revenue sources for the college.
But for the most part, the centers other than probably Burke and SOEI became drained. Sigurd Olson Environmental Institute. Yeah, yes. There were proposals for other centers, some of which never came into being and some which did, but were financial drains rather than assets to the college.
David
But as you had mentioned earlier, those centers, the future for them looks bright or at least promising that there will be a way to maintain some of that programmatic work. Yeah, for those two, Sigurd Olson Environmental Institute, which now has a long 50 years. The Burke Center has a more recent history but had some funding set aside and a structured relationship with the college that will allow it to continue as an independent organization. And the future of other parts of Northland as we know it still to be determined.
Fred
So David, were you able to be at the graduation on Saturday? was. Yeah. I was happy to be there. I was proud to be there.
There were a significant number of former professors, emeritus professors, recently retired professors. I think there were more than 20 of us that came to show solidarity and support with the faculty who persevered through the last two very difficult years. I think they continued to teach and show up and work closely with students, again, to honor the students who stayed.
They made a commitment to complete their degree at Northland College, who loved the college. So I was proud to be there.
Fred
Do you have any words for graduates today? Any message you want to provide our listeners, including those who’ve left Northland?
David
In many ways, Northland College has always been an idea as much as a place. And it was an idea founded on a belief that continuing to learn throughout your life and dedicating yourself to both learning and service is a bright light in the world. And the kind of intimacy that Northland students learned to work closely with a professor, to live in a small community where your voice matters, to create enduring friendships that will last a lifetime. Those remain.
All those things continue on and will unfold in the lives of students in ways that…we may never see but spread out and enrich the world. And so be proud to students and graduates, be proud of your work at Northland College and what it has meant. And though the colleges we have known it has closed, its legacy endures and nothing can take that away.
In the end, Northland College fosters a kind of love. It’s the only reason it could have survived as long as it did. It really did. It’s strange phenomenon. Faculty are notorious in institutions for not getting along particularly well and quarreling and being miserable in their work. Northland faculty are no different in that way, except that the core of the faculty also fall in love with the place.
But not just that place, but this region, this lake, these islands, the forests that abound, the creatures that live in these forests. have friends who absolutely are in love with the wildlife in the region. That again was a kind of love and that love force or love power again that the very thing that endures it carries on we don’t know how yeah we don’t know exactly the nature of its unfolding but I am convinced that that enduring legacy will survive in some capacity in all of us.
Fred
I’ve got a tear that’s about to form from hearing those words, but very well said. It sounds like the Northland idea is, as you said, still alive. It’s left the large brick buildings on the Northland campus and maybe sits up overhead a little bit, waiting for the next manifestation. Still going on.
Well, this has been a great discussion and I hate to bring it to a close, but this may be the right point for that. I think a lot of people have a deep interest in the idea of Northland and the institution of Northland. We hope that the work and the conversations and the energy and spirit of this community will contribute to helping create a real form around that in the months and years ahead.
David
Thank you for this opportunity as well, Fred. Best wishes to you and your program and to this amazing radio station that’s part of. Where did that come from?
Fred
It came out of a group of Northland related and connected people who thought we need this kind of communication vehicle for our area. It absolutely did. And in fact the very first episode of this show was with some of the founders of WVCB. So David, thank you for a wonderful discussion, sharing your insights in both history and vision for Northland College. I hope to have you back again.
David
That would be great.
Fred
So on behalf of everyone at WVCB, thank you for being with us for Pulse of the Bay, right here from the Washburn Library. Special thanks to our producer Corey Scribner and the many other volunteers working hard to establish this small but mighty community resource, Low Power FM.
Check out our programming and our events page at wvcb.org. And if you find this valuable, we encourage you to make a donation online to support this station as well. So until next time, let’s all remember to do our part to help our communities thrive, protect and conserve our lands and waters, and be kind and caring to the people around us. Thank you.
