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AB-024 Art & design college · Tennessee 2020

Watkins College of Art — A Free-Lecture Trust From 1885, Folded Into Belmont in 2020

Lifespan
1885–2020 · 135 yrs
Peak Enrollment
~304 (2014)
Killed By
enrollment + finances
Fate
Merged
LocationNashville, TN
AffiliationPrivate non-profit art & design college
Campus todaySold for $22.5M; now The Chartwell at Watkins apartment development

Summary

Watkins College of Art, the oldest art institution in Nashville, traced its origins to 1885 and ceased to exist as an independent college in 2020, when it merged into Belmont University and reopened that fall as the Watkins College of Art at Belmont. It began not as an art school at all but as the Watkins Institute, a charitable trust established by Samuel Watkins — a former bond servant turned self-made Nashville businessman — who left $100,000 and a parcel of land to the State of Tennessee to provide free lectures and classes for the city's poorer youth. Over more than a century it evolved into a small, accredited, degree-granting college of the visual arts, granting BFAs in fine art, film, photography, graphic design, and interior design. By 2020 it enrolled only about 150 students, down from roughly 304 just six years earlier, and its president had concluded that small, specialized colleges could no longer "perpetuate themselves."

The merger, announced January 28, 2020, and effective that fall, distributed Watkins's programs across Belmont: fine arts, graphic design, illustration, photography, and art into a newly created Watkins College of Art at Belmont; interior design into Belmont's O'More College of Architecture and Design; film into the motion-pictures program in Belmont's Curb College. Continuing Watkins students kept their lower tuition rate — about $31,600 a year against Belmont's roughly $49,920 — with credits protected and added career and study-abroad support. It was Belmont's second art-and-design acquisition in two years, following its 2018 absorption of the O'More College of Design, part of a national wave sweeping small specialized colleges into larger universities.

The absorption was not frictionless. Two students and a professor sued to stop it, and an opposition group, "Save Watkins," argued that because the institution had begun as a public charitable trust, its assets could not simply be conveyed to a private religious university. In April 2020 a Tennessee chancellor declined to halt the merger, ruling the plaintiffs lacked standing under state nonprofit law. Beneath the legal question ran a cultural one: Belmont was a Christian university with religiously grounded employment and conduct policies, and Watkins was a secular art college, raising pointed concerns about academic freedom and the fit between the two.

In 2021 Belmont sold the 16.5-acre Watkins campus in MetroCenter for $22.5 million, dedicating the proceeds to a scholarship endowment for Watkins art students; the site is now a roughly 750-unit apartment development. The verdict is the classic absorbed ending: the programs and the name survive inside a larger university, the students were carried through, and a 135-year-old institution founded as a gift to the public — and the campus that housed it — dissolved into Belmont and a residential real-estate project.

Timeline

1885
A gift to the public
Five years after Samuel Watkins, a self-educated Nashville businessman, died in 1880 and left $100,000 and a downtown lot in trust to the State of Tennessee, the Watkins Institute opens, offering free lectures and classes to the city's working and poorer youth.
1976–1979
Toward degrees
A three-year professional course in interior design is organized in 1976; an associate degree in art and interior design wins state approval in 1979, beginning the shift from free institute to accredited college.
1994–1995
The art college takes shape
Watkins merges its art and interior-design schools into the Watkins Institute of Art and Design in 1994 and adds the Watkins Film School in 1995.
1996
National accreditation
Watkins is accredited by the National Association of Schools of Art and Design (NASAD), cementing its standing as a degree-granting visual-arts college.
2002
A permanent campus
Watkins buys a 16.5-acre site in the MetroCenter neighborhood for about $2.04 million, later converting a former AMC multiplex into a 60,000-square-foot studio campus; residence halls open in 2005 and 2008.
Fall 2014
The high-water mark
Enrollment reaches roughly 304 students, near the institution's peak.
2018
Belmont's appetite
Belmont University absorbs the O'More College of Design, signaling a strategy of acquiring small art-and-design schools.
January 28, 2020
The merger announced
Belmont and Watkins announce their intent to merge effective fall 2020; Watkins then enrolls about 150 students, down sharply from its peak.
March–April 2020
The lawsuit
Two students and a professor sue to halt the merger, backed by a "Save Watkins" group arguing the assets are a public trust; on April 1, 2020, a Tennessee chancellor declines to issue an injunction, finding the plaintiffs lack standing.
Fall 2020
Merged
Watkins programs reopen inside Belmont — fine arts as the Watkins College of Art at Belmont, interior design in O'More, film in the Curb College; continuing students keep Watkins-level tuition. The independent college ends.
May 18, 2021
The campus sold
Belmont sells the 16.5-acre MetroCenter campus for $22.5 million to a Chartwell Residential and EJF Capital venture; proceeds fund a scholarship endowment projected to yield more than $800,000 a year.

A Gift Before It Was a College

Watkins did not begin as anything a modern accreditor would recognize. When Samuel Watkins — a self-educated businessman who had made his money in Nashville — died in 1880, he left $100,000 and a downtown lot in trust to the State of Tennessee, instructing that the income fund free lectures on science and useful knowledge for the city's poorer young people. The school his bequest endowed opened its doors in 1885 as the Watkins Institute, which was, in its founding conception, a piece of civic philanthropy: an open door to learning for Nashvillians who could not pay for it, governed as a public charitable trust rather than owned as a private enterprise. That origin — a gift to the public, held in trust by the state — would matter a great deal at the very end, when the question of who actually owned Watkins's assets landed in a Tennessee courtroom.

For most of the twentieth century the Institute drifted, as such bequests often do, toward whatever the city needed, and by the 1970s that turned out to be art and design. A three-year interior-design course in 1976 became a state-approved associate degree in 1979; in 1994 the art and design schools merged into the Watkins Institute of Art and Design, a film school followed in 1995, and NASAD accreditation arrived in 1996. The institution had become, in everything but its founding charter, a small private art college. Its golden age was modest but genuine: a permanent 16.5-acre campus bought in 2002 and built out inside a converted movie multiplex, residence halls in 2005 and 2008, an enrollment that crested around 304 in 2014, and a reputation as the oldest visual-arts institution in a city rapidly becoming a creative capital. For a small art school, Watkins had arrived — just as the ground beneath all small art schools began to give way.

The Squeeze on the Small and Specialized

The forces that closed Watkins were the forces closing art schools everywhere. Small, specialized colleges are the most fragile institutions in higher education: they serve a narrow applicant pool, charge tuition for a credential whose market value is perpetually questioned, carry the high fixed costs of studios and equipment, and lack the scale or endowment to ride out a bad stretch. In the 2010s the bad stretch became permanent. Art-and-design colleges across the country merged or closed — the Memphis College of Art, the Oregon College of Art and Craft, the San Francisco Art Institute, and others — as rising costs, skepticism about the economics of an arts degree, and a shrinking pool of traditional-age students bore down. Watkins, with no large endowment and a single small campus, had none of the insulation a larger university enjoys.

The enrollment numbers tell it plainly: roughly 304 students in fall 2014 collapsed to about 150 by 2020, a near-halving in six years. President J. Kline put the diagnosis in the gentlest possible terms when the merger was announced: "It's becoming more and more difficult for small colleges, particularly specialized ones, to perpetuate themselves." That was less a euphemism than a sector-wide epitaph. A college of 150 students cannot generate the tuition to cover accredited studio programs, a campus, and faculty, and Watkins had no reserve deep enough to subsidize the gap. By 2020, as with so many of its peers, independence had become a slow form of insolvency, and the only real choice was the form of the ending.

Folded Into a University, Held in a Trust

The chosen ending was absorption by Belmont University, a large, fast-growing, Christian-affiliated institution across town that had already shown an appetite for art-and-design schools with its 2018 acquisition of the O'More College of Design. Announced January 28, 2020, and effective that fall, the merger dismembered Watkins functionally while preserving its name: the fine arts, graphic design, illustration, photography, and art programs reopened as the Watkins College of Art at Belmont; interior design moved into Belmont's O'More College of Architecture and Design; the film major joined the motion-pictures program in the Curb College. Continuing students were protected — kept at the Watkins tuition rate rather than Belmont's higher one, with credits honored and added study-abroad and career support. On the human ledger, it was a careful transition rather than a cliff.

But Watkins's strange dual nature — a private college built atop a public charitable trust — produced a fight that purely private colleges rarely face. Two students and a professor sued, and a "Save Watkins" coalition argued that the institution's assets, having originated in Samuel Watkins's 1880 bequest to the State of Tennessee, were a public trust that could not simply be handed to a private university. On April 1, 2020, Chancellor Patricia Head Moskal declined to issue a temporary injunction, ruling that under Tennessee's Nonprofit Corporation Act the plaintiffs lacked standing — only a narrow class of parties, the attorney general chief among them, could challenge such a transaction. The merger proceeded. Beneath the legal argument was a cultural unease: Belmont was a Christian university with faith-based employment and conduct policies, and critics worried openly about how a secular art college's academic freedom and faculty would fare inside it. The court resolved the ownership question, not the deeper one of whether a 135-year-old gift to the public should end as a college-within-a-university and a real-estate deal.

The real estate came quickly. On May 18, 2021, Belmont sold the 16.5-acre MetroCenter campus for $22.5 million to a venture of Nashville's Chartwell Residential and Arlington's EJF Capital — a property Watkins had bought in 2002 for about $2.04 million. Belmont dedicated the net proceeds to an endowment for need- and merit-based scholarships for Watkins art students, projected to yield more than $800,000 a year. The campus that had housed a free-education trust for nearly two decades became The Chartwell at Watkins, a roughly 750-unit apartment development. The Watkins name survives twice over — on a college inside Belmont and, with some irony, on the apartments built where the college stood.

The Five Factors

01
Small specialized colleges are structurally the most fragile institutions
Watkins served a narrow market, carried the high fixed costs of studio arts, and had no endowment to absorb a downturn. A specialized college of a few hundred students has the least margin for error in all of higher education, and a single sustained enrollment slide can be terminal where a comprehensive university would barely feel it.
02
A sector-wide collapse can doom a well-run school that did nothing wrong
Watkins fell amid a national wave of art-school closures and mergers driven by cost, skepticism about arts degrees, and demographics. When the entire category contracts, individual merit and longevity offer little protection; the institution is swept up in a tide it did not create and cannot resist alone.
03
Absorption by a larger university is a humane exit that still dissolves the institution
Belmont preserved the programs, the name, and the students' tuition rate, and even funded a scholarship endowment — a genuinely soft landing. Yet the independent, accredited, self-governing Watkins College of Art ceased to exist, its programs scattered across three Belmont units. Continuity of parts is not survival of the whole.
04
A founding charter can constrain — but rarely prevents — a final disposition
Because Watkins began as a public charitable trust, its dissolution raised real questions about whether its assets could pass to a private religious university, and prompted litigation. But standing rules left challengers without a remedy, illustrating how rarely founding intent can be enforced against a determined board at the end of an institution's life.
05
Mission fit matters as much as money in a merger
Folding a secular art college into a Christian university with faith-based personnel policies raised legitimate concerns about academic freedom and culture that money could not answer. Absorption is not merely a financial event; the dissolving institution's faculty, values, and identity must survive the transition, and where the cultures diverge, the weaker party's character tends to give way.

Aftermath

For the people, the landing was soft. No Watkins student was stranded: continuing students moved into Belmont in fall 2020 at their lower Watkins tuition, credits intact, with the fine-arts programs preserved as the Watkins College of Art at Belmont and film and interior design housed in established Belmont units. The $22.5 million campus sale funded a scholarship endowment expected to generate more than $800,000 annually for arts students, so Samuel Watkins's founding impulse — money in trust to educate those who could not otherwise afford it — found, in a narrow sense, an heir.

The losses are quieter and structural. The independent Watkins College of Art — the 135-year-old institution, its accreditation, its self-governance, its identity as a freestanding art school and the living remainder of an 1885 public trust — ended in 2020, its programs dispersed across three divisions of a university with a markedly different mission and culture. The MetroCenter campus, a former movie multiplex turned studio college, is now The Chartwell at Watkins, a roughly 750-unit apartment complex. The "Save Watkins" effort, having lost in court on standing, left behind the most pointed lesson of the case: that a gift made to the public in 1885, governed as a trust, could in the end be absorbed into a private university and its campus converted to apartments, with the founder's name attached to both — and that absorption, however humane, is still an ending.

Lessons

  1. Recognize the structural fragility of small specialized colleges early; a few hundred students and a single campus leave almost no margin, and leaders should plan for partnership from strength rather than negotiate from a deficit.
  2. Read the sector, not just the spreadsheet; when an entire category of institution is closing, a well-run school is not safe, and the responsible move is to seek a durable home before the choice is forced.
  3. For trustees of charitably founded institutions, understand the limits and obligations of a founding trust before any merger — and bring the attorney general and the original purpose into the conversation, because standing rules may leave students and faculty without recourse.
  4. In any merger, weigh mission and cultural fit as seriously as finances; folding a secular institution into a religious one (or any mismatch of values) can erode the very academic freedom and identity that made it worth preserving.
  5. Treat the campus as part of the legacy, not just an asset to liquidate; when a beloved site becomes apartments, the community loses a place even if the name and the scholarships survive.

References