The Travesty at UVA-- Commentary from Judith Burstyn

Today I welcome guest blogger Judith Burstyn, professor of chemistry and former chair of the University Committee at UW-Madison.  She has a short commentary in today's Chronicle of Higher Education, and with her permission, I am printing the entirety of that piece here. Judith was a faculty leader in the battle over the New Badger Partnership, and remains a key player in the efforts to preserve shared governance on our campus. 


Apparently, at today’s University of Virginia, business values trump all. There is a troubling recent trend toward viewing all public institutions in market terms, where value is measured by dollars produced. In recent years, UW-Madison has felt this too, as some of our leaders focus on efficiency via new “flexibilities.” But universities are not businesses. The proper role of universities is the creation of knowledge for the public good, and education of the new generations of citizens and leaders for civil society. Business management approaches are ill suited to nurture the intellectual expansiveness that underlies great scholarship and deep learning. Reliance on narrow, industry-driven curricula simply won’t do. Great universities encompass a wide variety of disciplines, methods and perspectives, irrespective of the marketability of the knowledge they create. Nourishment of the young minds of our future leaders is invaluable to our country, and the University of Virginia and UW-Madison are shining examples of excellence in this regard. I worry that this excellence is at risk.

Without the human capital embodied in their faculty, universities have nothing to offer the students who enter their doors. Great scholars are in high demand, and competition to hire and retain them is fierce. As President Sullivan said yesterday, “At any great university, the equilibrium - the pull between the desire to stay and the inducements to leave - is delicate.” If faculty members feel unsupported in their scholarly pursuits at one institution, they will move to another where there is greater support. The best scholars are the ones with the greatest number of opportunities; therefore, maintaining an outstanding cadre of faculty is an ongoing challenge. Money, as salary or support for scholarship, is only one of many parameters that influence an individual’s decision to stay at an institution or leave it.  And perhaps some of those who threaten UVA know this—aiming to drive out many of the full-time faculty, creating the opportunity to replace them with bottom-line focused adjuncts.

It is far easier to lose stature as a great university than it is to gain it; wise university leaders understand this, and they bring change to their institutions through steady and deliberate engagement of faculty, staff and students. This was precisely the type of leadership that President Sullivan appeared to be providing. Meaningful participation by these stakeholders in institutional governance is a hallmark of universities that are the most productive in terms of scholarship, and where faculty are most likely to happily reside throughout their careers. The courageous opposition to President Sullivan’s dismissal by the University of Virginia faculty senate and its executive committee, and the student council and their leadership, speak of an institution where shared governance is valued and appreciated—if not respected by its Board of Visitors.

The unilateral decision to remove a sitting university president, in the midst of a summer weekend no less, is unprecedented. Despite objections to the firing of President Sullivan by faculty and student leadership, including a vote of no confidence in the board itself by the faculty senate, the board continued its takeover. Acting like a cabal of thieves, they met late into the night, emerging with an egregious decision to replace Sullivan, a sociologist of work, with an interim president: Carl Zeithaml, F.S. Cornell Professor in Free Enterprise and Dean of the McIntire School of Commerce. This action is inimical to their responsibility as the governing board of a university.  In the words of Hunter R. Rawlings III, president of the prestigious Association of American Universities and former president of Cornell, “This is the most egregious case I have ever seen of mismanagement by a governing board.”

Last year UW-Madison engaged in many discussions about the creation of its own governing board. The actions at UVA leave great cause for concern. As University of Michigan professor Michael Bastedo has written, governing boards are increasingly embedded in money and politics, engaging in self-interested decision-making.  They tell us “it’s for your own good” in an attempt at moral seduction, and a desire to appear ethical.  Intelligent communities like those at UVA and UW-Madison do not buy this. And they shouldn’t, if they are to remain the excellent and public institutions we can all respect.

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It's Time to Wake Up

The smoldering ashes of public higher education can be seen and smelled across the nation, as the once much-lauded, now much-decried University of Virginia goes up in flames.

Pardon my French, but it's about time everyone opened their eyes, ears, and mouth. This stuff stinks!

It's impossible to count how often during the past several years those of us residing at her sister public flagships have heard UVA held up as a model, a "best-practice" of public higher education for the 21st century.  Haven't you heard all about her wondrous break from state government that allowed her the "flexibility" and "innovative freedoms" to raise tuition while expanding affordability, thriving when the rest of us starved?  We at UW-Madison got an earful of it from ex-chancellor Biddy Martin during the fiasco known as the New Badger Partnership. And true believers abounded.

As I said then, that emperor has no clothes.  UVA hasn't been a true public university in some time. It is not a democratic institution where the voices of all constituencies are honored. It is not succeeding in expanding affordability with Access UVA, an ineffective sinkhole into which millions of dollars have been thrown.   It is not flourishing with strong academic programs and a great faculty retention rate.  It is not innovative, not independent, and not a model.  No, it is a rich man's campus, run by millionaires and political conservatives, who are driving agendas disconnected from the needs of educators and students. And those elites just got their way, evicting a president who appears to have stood up to their efforts at "strategic dynamism"-- e.g. the crappification of all that is good and meaningful, and worth investing in in public higher education.

The people governing UVA are like so many of the so-called "reformers" who think efficiency and flexibility are magical words, and who have conveniently but very wrongly diagnosed the challenges facing colleges and universities as residing in the "inmates" -- i.e. the faculty.  These boards and trustees have an unbelievably disrespectful attitude towards the teachers to whom they pay tens of thousands of dollars to educate their children in what they fondly call an "asylum."

The conservative agenda to defund public institutions at all possible levels has created this situation-- not the faculty.  Don't fool yourself -- those who advocate for "holding the line on college costs"  are not doing it for the good of the students but for the good of the corporations who seek to benefit from the rapid growth of the for-profit sector. It is nothing short of devastating that this agenda had confused the public from embracing a genuine affordability agenda, such as the one I support, that works with educators to find affordable approaches to high-quality education and a system of paying for it that maximizes the enrollment and success of students who will benefit most.

Institutional insiders-- high-level administrator types-- have too-easy embraced (sometimes unwittingly) the conservative agenda because they are paid handsomely to do it.  Heck, if they don't oblige quickly, it's clear they'll be fired! After a bit, they begin to enjoy drinking that kool-aid, since they are ensconced in fancy homes, taken to lovely meals, and sent on jaunts to Paris. It's far easier to embrace the business people than to labor in the trenches doing battle with state legislators who fear college's so-called liberalizing tendencies (what we call "being educated").   It's not surprising that the Board at UVA assumed Teresa Sullivan would go along with them.  It's pretty clear that Biddy Martin would've.   But they made a mistake, since as a sociologist Teresa has a knack for using her skills as an "outsider looking in" as well as an "insider looking out."  She's a sociologist of work and organizations and no doubt saw their scheme for what it was, refusing to play along. After all, she views the university as a "compact among generations," not a compact between business and politics.

She was ousted. Good for her.  Twenty minutes of good hard labor in public higher education is worth far more than decades of pandering to the likes of business school deans, Bob McDonnell and Scott Walker, and wealthy alumni.

Want to be a 'Sconnie, Teresa?  We'd love to talk.

ps. For more superb reading on the UVA drama, I recommend these astute commentaries:

Kris Olds-  a friend, a colleague, a genius
Dagblog -- this guy even uses the word 'neoliberalism'

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The Continued Marketization of UW-Madison

Last year, I wrote extensively about efforts led by former Chancellor Biddy Martin and her administration, donors, and alumni to privatize (or at least semi-privatize) the University of Wisconsin-Madison.  That effort was partially successful, for while Martin and colleagues failed to separate Madison from the rest of the UW System, or gain authority over tuition setting, they did succeed in getting Madison the authority to redesign its human resources system.  This new "flexibility" was praised by many on campus, including staff, faculty, and students, who recognize that the current bureaucracy is not working, especially for those outside of administration.

So, this year the Human Resource Design Project has been advertised as a tremendous opportunity, hard won, and far better than the alternative -- the status quo.  Perhaps.  But few reforms are without consequence, and the recommendations recently offered by the working teams in HR Design suggest this case is no exception.  In fact, the potential long-term effects of this redesign process may result in an very different university culture, one that is far less progressive than Madison has historically been known for.  Instead, the recommendations will likely aggressively speed-up Madison's transformation (I'd say descent) into a market-driven institution focused first and foremost on serving its paying customers.

Some specifics of the recommendations have been discussed over at Sifting and Winnowing and so I direct you to read the details there.  For example, the recommendations include combining the currently unionized classified staff and academic staff into one.  As severals members of the HR working teams point out, this has significant implications for the protections held by unionized workers: "If the state legislature does not amend these statutes, the combining formerly classified staff–the custodians, the office secretaries, financial specialists–into the employee category academic staff will take away the few remaining collective bargaining rights that they have fought and bargained for about 50 years."  Both the classified staff and the academic staff object to this recommendation.

Another recommendation focuses on the distribution of employee pay based on labor market analyses. As members of the Wisconsin University Union point out, this can mean many things-- some resulting in even lower pay for UW-Madison workers.  "There is no standard labor market for any group or individual occupations (with the exception of building trades). There are often valid arguments to be made for or against choosing one group over another. However, choice of a particular labor market as the standard will frequently determine the result."  Crucially, the current recommendations say nothing about providing cost of living increases to all employees, nor is there any consideration of years of experience with good performance.

Furthermore, the proper implementation of these recommendations will likely grow the size of central administration -- not reduce it.  National studies indicate that growth in central administrations are the source of much of the increasing costs of college attendance, so we need to pay special attention here.  According to Joel Rogers, professor of Sociology, “Done properly, the task of specifying the real human capital requirements of hundreds of UW job titles; identifying jobs with the same requirements in external labor markets; collecting all relevant data on their compensation from private employers; and doing all this continuously enough to capture relevant changes, job titles, compensation practices, and labor market boundaries and participants is a massive amount of work."

Finally, despite promises to the contrary, these recommendations involve cuts to employee compensation.  Specifically, academic staff will see their vacation benefits reduced.  As ASEC has pointed out, "newly employed academic staff will lose nearly 52 hours of vacation/personal time under this proposal. Children attending MMSD have 16 days of vacation that do not coincide with the UW’s current holiday schedule, which means a single parent would have four days of vacation left (after caring for her/his child when local schools are not in session)."  And yet UW claims that employees will not move backwards under the new Design?

Now, to UW's credit, this has been a somewhat transparent process.  Many public forums have been held, and there are many ways to provide input.  The 11 working groups on this effort involved many people-- however, a closer look indicates that the vast majority (perhaps 2/3rds) are people currently in HR in the administration--in other words there were not many faculty or union-represented workers involved.  Furthermore, participation among those on the work groups has been reportedly hampered by meeting times occurring early in the morning (e.g. before childcare begins) and during work hours.

Moreover, there has also been a continuation of last spring's approach in communicating with campus members-- administrators tell us what's "important" and "smart" without providing hard facts about the evidence on why.  Where does this proposed structure of titles come from? Where is the data regarding the effects of this sort of market-driven approach versus alternatives?  There is very little data given anywhere to back up the contentions in the recommendations, despite the very expensive contributions made by the Huron Consulting firm, hired under Martin to assist with this work.  The rhetorical approach is led by Robert Lavigna, who speaks about the importance of ensuring that the new system can attract and retain "the best talent."  He utilizes the language of "flexibility", "efficiency," and "effective."  He promises a "greater connection between compensation and performance."  In other words he talks a lot like Biddy Martin, and others like her who are bringing business practices to education.

Thus, one key thing that the new HR Design highlights is that the neoliberal politics embodied in Biddy Martin were not hers alone, and that her efforts were indicative of a broader market-driven culture amongst those who surrounded and hired her, which continues to prevail in today's UW-Madison (and indeed globally).  These recommendations were issued, and are being systematically advanced, despite her departure.  That is something we all must pay close attention to, as these political maneuverings will likely continue to shape the next stages in Madison's development- especially the upcoming chancellor search.  Who will be in charge there? What "facts" will we be provided? What role will faculty, staff, and students play, relative to the roles played by WARF, donors, alumni, and administrators?

A thoughtful approach to considering the desirability of the marketization of Madison requires our entire community think about (1) What are the full set of alternative options under consideration? (2) What evidence is being presented about the likely intended and unintended consequences of each option? and (3) Who exactly stands to benefit, and in what ways, from each option?

Notably, these are not the kinds of questions Huron (our highly-paid consultant) is known for asking and answering. Instead, Huron emphasizes a one-directional model in which administration directs the activities of faculty and staff.  Laura Yaeger, VP at Huron, has said that "universities are getting a better understanding of what activities add value to students and stakeholders while  providing clearer guidelines for staff and faculty about which programs and activities should be supported."   Does that sound like shared governance to you?  Who are those stakeholders?

We are repeatedly being told that our backs are against the wall, and this is our only choice.  Don't listen to talk like that-- you are too smart.  This new Design is neoliberalism at its finest, justifying marketization as a form of self-defense, redefining all interactions within the educational institution as essentially business relationships. We, the faculty and staff and our traditional protections, are being identified as the obstacle to market-based efficiencies.  The ultimate goal is to make UW-Madison less dependent on us.  This gives private investors greater opportunities to profit from state expenditures, while influencing the form and content of education. And it makes business and university administrators the main partnership, redefining student-professor relations.

It is imperative that educators and students across UW-Madison begin to understand and draw attention to how funding priorities, public-private partnerships, tuition and fees, cost-benefit analysis, performance indicators, curriculum changes, and new technologies change the content of academic work and learning, and how they collectively arise from global efforts to discipline academic labor for capital. The changes to Madison's human resources system, and to its operations more broadly, are intimately linked to employment opportunities in Dane County and elsewhere, and to the kinds of education and services we deliver to the state.  If we are going to be market-driven in how we educate and serve Wisconsin, what we provide will be undoubtedly more unequally distributed.  Everyone should have something to say about that. As Lavigna has said "This system will affect everyone on this campus."  He's serious. You need to pay attention.

PLEASE: Send your feedback on HR Design to hrdesign@news.wisc.edu

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Elites to 99%: Resistance is Futile

Today my Twitter feed brought a swan song for public higher education, sung by a chorus of elites.  It was accompanied in harmony by some   public higher education leaders who are surrendering and turning in their badges.

A few highlights:

• The co-founder and former chief executive officer of CarMax told a crowd attending the Association of Governing Boards of Colleges and Universities 2012 National Conference on Trusteeship that public universities should strive for major tuition increases. Reports the Chronicle of Higher Education, "Poor kids borrow money so that the rich kids can get a tuition discount," said Mr. Auston Ligon, now a member of the Board of Visitors at St. John's College in Annapolis, Md. "Quit subsidizing people like my kids."   
• Gordon Gee of The Ohio State (and buddy of Biddy Martin) is promoting a forthcoming book from Stanford University Press called "Public No More."  This little ditty plays a familiar tune, sung by two business school types. Again we are told, the current business model of higher education is broken (duh) and public higher ed's "longstanding dependence on state subsidies...is unsustainable...recent cuts are permanent...public universities either recognize this...or face decline....attempts to block competitive forces by resistance and delaying actions are self-defeating."  Apparently these dudes never heard of the need to present and evaluate without pre-judgement alternative models in policy prescriptions.
• According to Inside Higher Ed, some educators are full-on gung-ho about privatization and not even experiencing "angst" about it (sidenote to IHE--nice framing, making having reservations sound like neuroses). The chancellor of Maricopa Community College, a man in charge of guiding the futures of thousands of black and brown students, apparently has an oracle.  Rufus Glasper tells us "We have no choice. The state funds are gone forever."  There's no point in anything but his kind of "realism," and his so-called solution is a private for-profit model. 

Just a few questions. Why is the CarMax guy being invited to talk with AGBCU?  What's his expertise-- oh right, car sales. Discounting.  Clearly buying college is like buying a car--all about the transaction. And we all know that poor people with their complete information totally understand how discounting works, that's why high tuition-high aid is so successful...  Say it with me now: puhleese.

Second, when did smart people all start singing in unison about simplistic, singular solutions to complex problems?  Did they all attend a special dinner party together where primers were distributed, and the private monetary incentives for making the education "public no more" were explained?  Sure seems like it.  Because they are talking to highly educated people in a way that is utterly pedantic-- there is one solution and one solution only -- pass the buck onto the "consumer"? Can you imagine if instead they said, "Hey 5th graders, pay your own way through elementary school?" 

Third, how much longer are you people (yes you, our readers) going to take this?  For-profit leaders clearly worked this out quite well ages ago, using their massive profits paid for with your federal tax dollars to lobby legislators and university leaders into believing the future lies in private, for-profit education.  They're doing it from up high in the skyscrapers around the world, while many higher ed leaders are out there wittingly and unwittingly carrying their water and doing their bidding.  We mere "academics" and "students" who won't admit that really we are "obstacles" and "consumers" are simply in the way.

 PUBLIC NO MORE. WE HAVE NO CHOICE. RESISTANCE IS FUTILE. 

Where have we heard that before? 

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Playing Politics with Financial Aid

She just won't quit. With only a few days left in her tenure as chancellor of UW Madison, Biddy Martin issued a press release this afternoon "asking" that the UW System Board of Regents allow Madison to spend $2.3 million of its new tuition hike on need-based financial aid.

She's a "champion" of need-based aid says the press release, and this must be music to the ears of all of us concerned about affordability--right?

Wrong. Sadly, Martin is playing politics yet again and thinking of what's best for her, rather than what's best for all students from Wisconsin's low-income families.

(1) Biddy Martin lobbied hard for new "flexibilities" for Madison this year and she got them. The money from the state arrives in a block grant, which means Madison now makes its own decisions about use of the differential tuition. She doesn't need to "ask" UW System for this-- and she knows it. (And boy, if she doesn't know that ....)

(2) So why didn't she simply just say "this is what the tuition should be used for," instead of issuing a press release directly to the Board of Regents and System President Kevin Reilly? Because then her actions would be exposed for what they are: a demand on the incoming interim chancellor David Ward. Yes, while she runs off into the distance from the mess she's created, Martin has already begun to boss Ward around. I suppose we can't be surprised.

(3) This is her chance to reiterate her claim that she's all about affordability. As noted in an earlier post, Martin says this is her big thing, reflects her values, etc-- and it's why she wants to go to Amherst. Except for this-- Amherst serves about as many students from low-income families as Madison could cram into a single lecture hall. Puhleese.

(4) This proposal-- hike tuition but give away a bunch of it to financial aid--raises eyebrows among thoughtful people about whether we "needed" the hike in the first place. Why not avoid hiking tuition and instead hold tuition flat for everyone? Martin draws on the arguments of some economists here who argue it's most efficient and equitable to charge everyone what they can afford, redistributing funds from wealthier families to needier ones. Again, sounds good in theory. Unfortunately it's just a mess in practice. In the real world, it pits students against students. It also sends an unintended message to state governments that institutions can take care of themselves. Just look at Martin-- has she said even one word about the importance of the Wisconsin Higher Education Grant? Did she provide input to UW System as to how those limited resources could best be spent? I served on the Legislature's Special Committee on the Reform of Financial Aid Programs last summer and the answer is "nope." We heard not one word from Madison's chancellor about her support for the need-based financial aid program that serves ALL students in Wisconsin public higher education. All we hear about is aid for Madison students. Doesn't smell like team spirit to me.

(5) Finally, there's an irony here. Last week economist Doug Harris and I issued a new study on the effectiveness of financial aid in Wisconsin. It demonstrates the need to target funds in order to make sure they are effective. Martin didn't attend the conference (on Madison's campus) where the paper was discussed, she didn't send a note of support for the event, and she hasn't asked to see the paper that was issued and that has been widely covered in the media. Funny decisions, for someone supposedly so supportive of need-based aid.

No, this is pure politics. Worse yet it's playing politics with the hearts and minds of students from low-income families. And those who truly strive to serve them-- all of them.

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This You Gotta See

Outgoing UW Madison Chancellor Biddy Martin appeared on Here and Now last night. This is a must-watch. (Boy, she doesn't look happy, eh?)

Watch the full episode. See more Here and Now.

Listening to Chancellor Martin left me with several questions. Among them:

(1) Why is it that she feels she cannot answer hypothetical questions? They are a widely accepted rhetorical strategy for ascertaining one's values-- something many are still struggling to do with Biddy Martin.

(2) What exactly did she mean when she said she wished for a more “flexible, differentiated” discussion of the NBP? In fact, the discussion was quite differentiated, given that it occurred among different groups of people given widely disparate access to data and relevant information.

(3) She suggests that the public authority model made the provision of flexibilities seem like a compromise position. Is she trying to insinuate that public authority was offered as a distraction-- as a way to get the job done?

(4) She speaks of Amherst as being more aligned with her "values" and notes that that college serves a higher percentage of Pell-eligible students than does UW Madison. Is she also aware that the total number of low-income students she will be serving at Amherst is less than 400 (given undergraduate enrollment of about 1,700) compared to just under 7,000 at UW-Madison?

(5) She said she added 80 new faculty lines after 10 years of cuts in the number of faculty members in response to student needs. How are we to juxtapose this with the evidence that the number of faculty at UW-Madison was basically steady from the mid-90s through the first decade of the new century? The decline occurred in the early 1990s and was the reversal of a spike in faculty hiring in the late 1980s. There's little evidence that the most cost-effective solution to the problem of undergraduate course access was to hire more professors.

(6) She says that the research infrastructure has begun to be re-organized, that is "not complete, but we got it started." Does she recall the faculty uprising over the Grad School restructuring, and does she think it still ought to move forward as planned?

(7) The need for boards to oversee individual campuses in the UW System, she says, is "to help them generate revenue.” What, I wonder, is the reason why people (alumni) are only willing to support their institutions if they have leadership positions on boards? What is it they feel they need to control?

Yes, I too wish I could have a week without thinking about Biddy Martin and the issues she's raising. Unfortunately, she may be on her way out, but we are stuck with Scott Walker and "his" big ideas.

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Fit to Lead

UW-Madison has a new interim chancellor and it's a person of great integrity, intellect, and experience. David Ward has led Madison before, and is exactly the right kind of person to lead us through the current high waters.

My opinion of David is based on many things, including:

-- His decision to found the Wisconsin Center for the Advancement of Postsecondary Education with gifts he received when completing his term as chancellor. This was an effort to let more flowers bloom in higher education research and policy, and it led to the creation of several faculty lines including one I occupy.

-- His leadership on the Board of the Fund for Wisconsin Scholars, the state's largest private need-based financial aid program. Again, in full disclosure, it's the program I have spent the last three years studying. I've watched David interact on this board, asking tough questions of us researchers, and offer sage advice. He's fully capable of making thoughtful decisions informed by rigorous evidence.

-- His prior term as Chancellor of UW-Madison, during which time he showed great respect for shared governance and solid choices in selecting staff.

-- His work as president of the American Council on Education.


This, ladies and gents, is the power of a System. President Kevin Reilly has installed just the kind of leader we need at this moment, someone who has not been embroiled in rancorous campus politics, and can come and steer us onto calmer seas.

Trust me, given their druthers, it's not whom "Bascom" would've appointed.

Rock on.

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Wake Up and Smell Scott Walker's Plans for UW-Madison

Biddy Martin is moving on to Amherst. Sadly, UW Madison is stuck with the Martin/Walker, Walker/Martin plan for public authority-- and Scott Walker still seems hell-bent on pushing for it.

Make no mistake about it, this fight ain't over. Rest up this summer, and while you're recuperating, please do some reading on what Walker and his ALEC cronies think is "best" for public higher education. That is, privatize the heck out of it.

That's the plan folks, mark my words. If you thought this was Biddy's bright idea, think again. In her effort to save us from financial disaster, she walked us right into the lion's den. That's the "hand we were dealt" of course, a "reality" handknit for us by the corporate elites determined to ensure that big business rules, no matter what the cost to the working people of Wisconsin.

Get ready. We have work to do. RECALL WALKER. Save Wisconsin public higher education.

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