A Berkeley Prof Comments:
I am writing this blog post from London, where today, students and faculty mobilized in fierce protest against the British government’s proposed — and now officially passed — plan to raise fees for university, to about $14,000 a year, tripling what fees were up till now.
Meanwhile, the education news from California, where annual undergraduate tuition already is close to the new British fees, centers on proposals by the UC “Commission on the Future” to stave off budget deficits in the future by encouraging students to complete their undergraduate degree in three years– at the admitted cost of breadth, extracurricular activities, and study abroad– and to increase the number of students from outside California and those taking UC courses of study over the internet.
Nor is the bad news just fee increases for students. In Britain, even with fee increases, programmatic cuts threaten universities and disciplines, including archaeology. In the US, language majors at places like the University of New York at Albany have already fallen victim to cuts.
All throughout the world, it seems, governments facing difficult financial times have been pulling back from their commitment to support access to college education for a broader population, something that was not traditional in the US or Great Britain before World War II.
While colleagues here have uniformly expressed their pride in the vocal and articulate cries of protest by their students, this has not been enough to fuel much optimism. Here, as in the US, it seems like the vocation of combined research and teaching that occupies university faculty has fallen on hard times, becoming an easy target for political grandstanding and claims by governments that some things once valued have now become superfluous or simply too expensive.
Certainly, the critical voices on the Berkeley Blog that chime in loudly whenever I or others argue for the need to continue supporting higher education don’t give me reason to think that university education, and the people who make it possible, have the support of the public.
Which is what made it so very interesting to see the results of an Associated Press poll, in conjunction with Stanford University, that covered a number of hot issues in higher education.
First, the good news: there is
overwhelming agreement that there is a link between the nation’s prosperity and the quality of its education system
with 88% of those polled agreeing, reportedly an increase from 76% over the last two years. The poll found that 80% of respondents believed that the US economy would benefit if everyone graduated from college.
Positive opinions of public universities were high, the highest of any institution of higher education: 74% of those polled rated public universities excellent or good.
But those opinions don’t translate into willingness to fund public higher education sufficiently to make that ideal a reality. Less than half of those surveyed– 42%– supported “raising taxes to pay for better education”.
As long as this personality split persists, universities will be trapped in an untenable position. We can pride ourselves on the positive opinion the public has of universities, especially public universities, and the value the public sees in university education.
But until those very same people line up in support of funding university education, we will continue to face demoralizing challenges, challenges that are leading to student uprisings in defense of education.
And maybe that’s the good news hidden in this bad news: students remembering that they have political power, if they choose to use it in future elections; students who someday will be taxpayers who may, we can hope, be less confused about cause and effect than the minority of the majority who, while prizing higher education, aren’t willing to pay for it.
The signs of UC Berkeley’s relative decline are clear: Cal tumbles from 2nd best in the world. In 2004, for example, the London-based Times Higher Education ranked UC Berkeley the second leading research university in the world, just behind Harvard; in 2009 that ranking had tumbled to 39th place.
When UC Berkeley announced its elimination of baseball, men’s and women’s gymnastics, and women’s lacrosse teams and its defunding of the national-champion men’s rugby team, the chancellor sighed, “Sorry, but this was necessary!”
But was it? Yes, the university is in dire financial straits. Yet $3 million was somehow found to pay the Bain consulting firm to uncover waste and inefficiencies in UC Berkeley, despite the fact that a prominent East Coast university was doing the same thing without consultants.
Essentially, the process requires collecting and analyzing information from faculty and staff. Apparently, senior administrators at UC Berkeley believe that the faculty and staff of their world-class university lack the cognitive ability, integrity, and motivation to identify millions in savings. If consultants are necessary, the reason is clear: the chancellor, provost, and president have lost credibility with the people who provided the information to the consultants. Chancellor Robert J Birgeneau has reigned for eight years, during which time the inefficiencies proliferated. Even as Bain’s recommendations are implemented (“They told me to do it”, Birgeneau), credibility and trust problems remain.
Bain is interviewing faculty, staff, senior management and the academic senate leaders for $150 million in inefficiencies, most of which could have been found internally. One easy-to-identify problem, for example, was wasteful procurement practices such as failing to secure bulk discounts on printers. But Birgeneau apparently has no concept of savings: even in procuring a consulting firm, he failed to receive proposals from other firms.
Students, staff, faculty, and California legislators are the victims of his incompetence. Now that sports teams are feeling the pinch, perhaps the California Alumni Association, benefactors and donators, and the UC Board of Regents will demand to know why Birgeneau is raking in $500,000 a year despite the abdication of his responsibilities.
The author, who has 35 years’ consulting experience, has taught at University of California Berkeley, where he was able to observe the culture and the way the senior management operates.