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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Task Force Named to Rethink UW System

The following folks will be rethinking UW System, courtesy of the Fitzgerald Brothers who got to choose 12 of the 17 task force members.

Their choices include:
Sen. Sheila Harsdorf, R-River Falls
Rep. Steve Nass, R-Whitewater
Rep. Pat Strachota, R-West Bend
UW-Platteville Chancellor Dennis Shields
Wis. Technical College Board President Mark Tyler
Former UW Alumni Association Chair Renee Ramirez
Carroll University Board of Directors member Joanne Brandes
Business Owner Tim Higgins
Former UW Regent Fred Mohs
UW Colleges and Extension Chancellor Ray Cross
UW-Oshkosh Chancellor Richard Wells
Former UW Student Regent Joe Alexander

Last spring, some of these folks were strongly opposed to the New Badger Partnership--UW-Madison's effort to break from UW System.

For example, who can forget Ray Cross's astute remarks, delivered just a short time after his arrival in Wisconsin. He noted that comparisons to U. Michigan were inappropriate, and stressed the importance of keeping UW System together especially during a "contentious and partisan" period. His goals including reducing competition and duplication, helping campuses fulfill their designated missions, and yes, obtaining more flexibility.

Chancellor Richard Wells had a crisis regarding academic freedom on his hands this spring after a March 7 incident in which an Oshkosh professor encouraged his students to sign a recall petition. He used the event as a teachable moment, holding a community discussion on political activities. We can expect that disagreements over the importance of academic freedom and how to best protect it will be implicit in the task force's discussions, even if they are not explicitly on the agenda.

As for Tim Higgins, well, we Optimists featured him on the blog several months back. He, along with Renee Ramirez, endorsed the NBP.

But that was then, and this is now. What do we know about the positions of these folks on the future of UW System? Inquiring minds want to know-- so please, do write in and share.

You have read this article New Badger Partnership / ray cross / richard wells / UW Madison / UW System with the title New Badger Partnership. You can bookmark this page URL http://apt3e.blogspot.com/2011/10/task-force-named-to-rethink-uw-system.html. Thanks!

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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The Saddest Tweet of Them All

Updated May 30, 2011--and again June 1

I've been watching as UW Madison moves into the post-NBP phase of life (wait, there is life after NBP?). In particularly, I'm finding the (re)framing of recent events by NBP proponents both fascinating, and disturbing.

Spin is, to some degree, expected. We can't blame Chancellor Martin for trying to save face, or Governor Walker for that matter.

What I didn't expect, and what upsets me most, is the self-righteousness evident in those who proclaim "we accomplished something here." Something, they claim, UW System did not. Could not. Would not.

Sad and short-sighted, perhaps, but not surprising. On the other hand, a recent tweet from a Madison student stopped me in my tracks. On Saturday he wrote, "No #UWNBP. Disappointing. Looks like we have to be tied to the poor decisions #UWSystem makes." Surprised at his statement, I responded, "Ever been to System? Ever met anyone there? Why do you follow blindly what u r told? #UWNBP #UWSystem." To which he replied "It's fun to make assumptions."

Well, that's sorta what I figured-- the majority of people claiming failure on the part of UW System and lauding the achievements of Chancellor Martin have never interacted with System. It's not that System is perfect -- far from it. But by degrading the capabilities of the governing body of our sister institutions, one casts dispersions on the quality of education received by other students. It's incredibly unproductive. It's also unfair. Of course, maybe people just don't care. I worried about that, so I wrote: "Fun, but destructive to students at other universities."

A moment later, I got a reply: "It isn't my job to be concerned with students at other universities." And a few minutes after that, he added: "It was my job to maximize my education and the value of this university, if that benefits other universities too, great!"

It was like a punch in the gut, as I suddenly realized that the whole UWNBP situation is but a microcosm of the broader threat to public education.

Too many of our fellow Americans are downright compassionless.

As David Berliner wrote in The Manufactured Crisis, "true improvements in public education will not come about unless they are based on compassion...If we structure our public school system so that large groups of students are not provided equitable education, we create a host of problems....In Lincoln's words, it has always been clear that effective reform of education must begin 'with charity for all.'"

None other than David Brooks makes a similar statement in today's New York Times, where he loudly admonishes college graduates "It's not about you." The big mistake society has made is giving undergraduates the impression the goal in life is to find themselves. Not hardly. The goal is to "lose yourself", Brooks explain, by "look[ing] outside and find[ing] a problem, which summons [your] life."

I guess we can't really blame the students. After all, they are simply following the example set by people like the alumni backing The Badger Advocates. Given that I've already publicly called them "goons" I suppose it's worth the risk to go one step further and say straight up that their latest press release reveals them as plain ol' liars. Yes, I said that. They are lying. Take a look. According to their revised version of reality, Chancellor Martin spent the last year attempting to "educate" the state about the need for the New Badger Partnership (if by educate you mean tell people the version of the facts you prefer, alrighty then), working "closely and diligently" with the Legislature while UW System "fought the proposal," worked "hastily," opposed "real reform," and basically did whatever was possible to undermine the thoughtful, hard work of Martin. "And although Martin worked tirelessly on the NBP, at the end of the year-long tour, she is respectful and considerate of the Joint Finance Committee and the Legislature’s desire to draft their own plan for UW-Madison and the system." There are no words for the extent to which this is a lie, other than COME ON! (I'm not alone in saying this.) The only truth in the whole darned thing is that Martin was on a "year-long tour."

We have been sold a bill of goods-- one that paints UW Madison into a corner as an elitist, know-it-all flagship that bears no resemblance to the rest of the state. We at UW Madison should be furious that anyone--anyone--is spending money "on our behalf" to support the kinds of work The Badger Advocates are doing. That they are doing it at the behest of our leader is even more appalling. At this point, they are more than undermining our credibility with the Legislature, in fact they threaten to further smear the good name of Madison in the hearts and minds of the rest of Wisconsin. Not only have they -- and she-- not given up on Public Authority, they are pushing harder.

This state faces massive inequities in the provision of both k-12 and higher education. If we at UW-Madison cannot teach our undergraduates compassion for their fellow undergraduates-- at all public institutions throughout the state-- then we are doomed to a competitive race to the bottom. If the only route they can see to helping others is by helping themselves, we have not done our jobs.

That was the lesson I got from Twitter that day. We have failed to educate. We must do more.

You have read this article Carolyn "Biddy" Martin / New Badger Partnership / UW System / UW-Madison with the title New Badger Partnership. You can bookmark this page URL http://apt3e.blogspot.com/2011/05/the-saddest-tweet-of-them-all.html. Thanks!

The Truth About the Proposed NBP: LFB Weighs In

The New Badger Partnership is -- reportedly-- dead. In the meantime, the Legislative Fiscal Bureau has just released its analysis of what Public Authority would look like if the NBP were passed. The report is quite interesting, and in particular I think the following points are worth highlighting:

(1) Despite the Chancellor's claims that what she wanted was "part of a national trend" the governance structure Madison asked for was quite unusual, when considering arrangements in other states.

"Attachment 1 provides an overview of the governance structures of institutions that are similar to UW-Madison in terms of size and federal research and development funding. These institutions are all public or "state-related" institutions with large student populations, high six-year graduation rates, and federal research and development expenditures above $400 million in 2008-09. As shown in the Attachment, these institutions have a variety different governance structures. Of the institutions shown, the University of Michigan, the University of Washington, and the University of Pittsburgh have governance structures most similar to that proposed for UW-Madison under the bill. Each of these institutions is governed by a board that oversees that institution and a limited number of smaller regional institutions. However, in Michigan and Washington, most other public four-year institutions similarly have their own governing board. In Pennsylvania, there are separate governing boards for Pennsylvania State University, the Pennsylvania State System of Higher Education, Temple University, and Lincoln University. None of the states shown have one governing board for the flagship institution and one governing board for all other public higher education institutions as Wisconsin would under the bill."

(2) Madison's claims that it has suffered disproportionate losses over time in the race for funding and that it especially needs these flexibilities-- or at least, it should get them NOW before other schools-- seems quite off considering these facts:

"When adjusted for inflation, state funding provided for UW-Madison and for all other UW System institutions decreased from 1990-91 to 2010-11. Over that period of time, state funding for UW-Madison decreased by 2.8% while state funding for all other UW System institutions decreased by 6.8%. At the same time, enrollment at UW-Madison increased by 1.5% while enrollments at all other UW System institutions increased by 23.4%. When these increases in enrollment are controlled for, state funding for UW-Madison decreased by 4.2% while state funding for all other UW System institutions decreased by 24.4%. Given that state funding for UW System institutions other than UW-Madison have decreased by a greater amount than state funding for UW-Madison over the past twenty years, it is unclear whether UW-Madison or the other UW System institution would benefit most in terms of state funding if UW-Madison were no longer part of the UW System."

"Salaries at UW-Milwaukee and the comprehensives are significantly farther behind their peers than salaries at UW-Madison are. For this reason, the Committee may want to extend any compensation flexibilities that may be provided to UW-Madison to all UW institutions."

(3) Madison's claims about the monetary savings from NBP appear to be over-stated.

"..As an authority, UW-Madison would not be required to deposit most of its program revenues or any of its federal revenues in the state treasury. The UW-Madison Chancellor has asserted that keeping these accounts separate from other state moneys would protect these funds from being transferred to support other state programs as has occurred in the past. In the Wisconsin Idea Partnership, the UW System Board of Regents similarly proposes that most of its program revenues and all of its federal revenues similarly be kept outside of the state treasury. The UWMadison Chancellor contends that the UW System, which would remain a state agency, would not be able to deposit these revenues outside of the state treasury leaving them susceptible to transfers. However, the cash management policies proposed for the UW-Madison authority may not fully protect these funds from future transfers, either. Regardless of where UW-Madison authority funds are deposited, it appears that as a matter of law, the Legislature could compel UW-Madison, as an authority created by state statute, to transfer funds to the state at any time."

(4) There was significant potential for tuition to skyrocket in order to increase faculty salaries.

"Under current practice, many UW faculty and academic staff positions are funded through a combination of state GPR and tuition. Compensation plans approved by the Joint Committee on Employment Relations (JCOER) therefore include a GPR portion and a tuition portion. If the UW Board of Regents or the proposed UW-Madison authority Board of Trustees were provided both unlimited tuition authority and the ability to approve pay plans for faculty, academic staff, and senior executives, the Legislature would not be able to limit the amount by which resident undergraduate tuition would be increased to fund those pay plans."

(5) Tying tuition increases to accountability for increasing financial aid was an option-- but not one Madison proposed.

"A third option could be to grant the Board of Trustees and the Board of Regents full authority to set tuition rates but to require them to report to the Legislature on certain specified measures such as the number of low-income students enrolled, retention and graduation rates for low-income students, and the amount of need-based financial aid provided through federal, state, and institutional programs. The Legislature could set goals for the UW-Madison authority or the UW System and could penalize the institution or institutions, either by reducing GPR funding or limiting tuition authority, if sufficient progress towards those goals is not met."

Good thing this bad idea has been recognized for what it truly was. A mess.

You have read this article Carolyn "Biddy" Martin / New Badger Partnership with the title New Badger Partnership. You can bookmark this page URL http://apt3e.blogspot.com/2011/05/the-truth-about-proposed-nbp-lfb-weighs.html. Thanks!

A Provocative New Report on Higher Education

I know we in Wisconsin are sick and tired of hearing about Virginia....but please bear with me, because a new report out of UVA will likely resonate-- especially with my UW-Madison readers.

A new Lumina Foundation-funded report from the Miller Center and the Association of Governing Boards of Colleges and Universities, based on a December 2010 meeting about "how to maximize higher education’s contributions to the American economy" makes the following provocative statement:

The past few decades have seen far too many colleges and universities engage in a rush toward elite status. The more selective an institution is, the better. The more research money it collects, the better. The higher it ranks in national and international publications, the better. But what has the race for status contributed to the public good? It is possible to build state institutions that are noted in U.S. News & World Report and national rankings of research universities but ignore the needs of many or most of a state’s people.

Among the report's recommendations:

(1) Rethink the purpose and functions of governing boards (e.g. like our Board of Regents). Give them new leadership roles, including setting clear goals for their member institutions and creating funding mechanisms linked to these goals. "The state governing and coordinating boards are still needed, both for their leadership and for the “buffer” role that they play between higher education institutions and state governments...In addition to measuring and paying for performance, state boards should encourage institutional redesign, curriculum revision, and the introduction of educational programs.. that meet the needs of new kinds of students...State boards should promote review of the missions of institutions,and create conditions in which it is in their own best interests to focus on the public mission of higher education...Reconsidering the missions of colleges and universities requires participation by faculty, institutional management, institutional governing bodies, and those who are responsible for the statewide coherence of higher education. It also requires consultation with the executive and legislative branches of government, with employers, localities, and the business community in general."

(2) Assign greater percentages of [institutional] operating budgets to instruction in order to achieve higher rates of degree completion. "The percentage of increases in student tuition over the past several years is far greater than the increases in expenditures on instruction. Where is the money going? What expenditures can be reduced or eliminated?...Many institutions have grown used to spending their money on things that may not reflect the needs of the states or regions that they are supposed to serve."

(3) Increase faculty teaching responsibilities. "Reduce the number of non-permanent and adjunct faculty -- this almost certainly will require that many regular, full-time faculty members teach more courses and be relieved of other duties for which they have volunteeredor to which they have been assigned."

(4) Restrict research efforts to a limited number of institutions. "..Say clearly that the “research” obligation of the great majority of faculty members is simply to remain current in their fields. Relatively few of them are going to make historic contributions to human knowledge."

(5) Adopt tighter, more focused curricula with key learning objectives."..The “electives” that have proliferated in the past half-century often are far less cost-effective, in part because enrollment in them is voluntary and usually smaller, and not required for particular programs of study. A core curriculum of required courses may seem less attractive than a wide array of choices, but it also may be less costly and more focused on key learning objectives. It is also likely to lead to higher levels of program completion."

(6) "Institutions should be required to assess what students learn and to measure and report their progress in clear and unambiguous terms."

Now, I don't agree with every idea in here-- but I do think this is a very useful report for framing a discussion about the future of Wisconsin public higher education, and I urge you to review it in full.

You have read this article Carolyn "Biddy" Martin / Kevin Reilly / New Badger Partnership with the title New Badger Partnership. You can bookmark this page URL http://apt3e.blogspot.com/2011/05/a-provocative-new-report-on-higher.html. Thanks!

What Wisconsin Needs Now: Collective Efficacy

When citizens seek to solve social problems, they are much more effective if they work together rather than alone. This basic, sensible idea is also known as "collective efficacy." And it is what must be inculcated in Wisconsin residents if we are to preserve our world-class public higher education systems.

Our willingness to act, when needed, for one another's benefit, generates long-lasting effects. Unfortunately, there is a strong impulse to turn inward when threatened, to focus on self-preservation rather than community preservation.

Solutions for issues like the fiscal challenges facing the University of Wisconsin System will not emerge if we follow leaders with imperious styles who seek to "win" no matter what the cost. Regardless of the specific policy agenda, the process of policy formation is essential since it dictates the terms of the debate.

This may sound exceedingly feel-good, but it is also deeply pragmatic. The savings that will accrue to individual campuses from any "flexibilities" are small (numbers provided to me by Darrell Bazzell are in the $10-20 million range for Madison) but collectively (if granted to all campuses) fairly large. The same is true for proposed efficiencies such as adjustments in faculty/student ratio. If, as a community, UW System examined that key cost driver across departments and divisions throughout all institutions, it could reasonably begin to make assessments about resource distribution. I suspect that some departments at UW-Madison would actually see that ratio decreased as a result, perhaps because of resources saved at another campus-- and vice versa.

The climate at UW Madison has eroded dramatically over the course of several recent policy debates such as the Madison Initiative for Undergraduates, the Graduate School Restructuring, the Huron Engagement, and now the New Badger Partnership. Faculty, staff, and students are fearful of repercussions from both the success and/or the failure of the NBP. Rumors of the imminent departure of our friends and colleagues fly around daily. Motivation and productivity are down.

The way forward lies in refocusing on what has always made Madison -- and System -- great. That is: our commitment to a community that prioritizes fearless sifting and winnowing and shared decision-making to a degree uncommon in other institutions of higher education. That's the community and commitment that put us on the map. We have been through hard financial times before, and inevitably will go through them again. Stick to what we do best, and what we can do best no matter how many dollars we have at the moment, and we will shine.

You have read this article Carolyn "Biddy" Martin / Kevin Reilly / New Badger Partnership with the title New Badger Partnership. You can bookmark this page URL http://apt3e.blogspot.com/2011/05/what-wisconsin-needs-now-collective.html. Thanks!

It's All About the Faculty: Update

On April 25 I blogged about the claim made by some NBP proponents that the policy change was needed in order to stem the tide of faculty turnover at UW-Madison. In that post I referred to some data from a 1999 report, which at the time was all I could locate on the web.

I have now had the opportunity to examine more recent data (UW-Madison faculty have access to it at the APA website) and here are some updates:

(1) In the prior post, I claimed that there hadn't been much change over time in turnover rates at Madison. As I said, I was looking at data up til 1999 and it showed a rate of about 5 or 6% (based on number of leavers divided by total number of faculty). The more recent data shows even lower turnover rates since that time-- no doubt due in large part to the efforts of UW Administration and the fact that the 2005-07, 2007-09 and 2009-11 biennial budgets provided High Demand Faculty Retention Funds (HDFRF) to address recruitment and retention issues. In the graph below, the blue and red lines show the number of faculty (blue is headcount and red is FTE) and green and purple show the turnover rate calculated two ways (green by dividing # leavers by headcount, and purple dividing #leavers by FTE). As you can see, there's no evidence that our turnover is climbing.

(2) The percent of our faculty receiving outside offers declined during the 1980s and 1990s (from a high of 7.7% in 1983 to a low of 2.4% in 1999) and then grew again during the 21st century to a high of 8.1% in 2009. However, after a steady decline in the 1990s, our success at retaining faculty who receive offers has increased from 60% in 2001 to 84% in 2008 and 80% in 2009.

(3) Probably due to the state support in this area, the percent of payroll devoted to these retention offers declined from up to 10% in the 1980s to barely 1% in 2009.

It certainly seems that those funds from the state helped stave off an uptick in faculty turnover rates. What isn't clear is that the NBP--and the Public Authority model in particular-- is necessary in order to continue to use funds in this manner. In 2009-2010 we spent less than $1.5 million on this effort.

You have read this article Carolyn "Biddy" Martin / New Badger Partnership with the title New Badger Partnership. You can bookmark this page URL http://apt3e.blogspot.com/2011/05/it-all-about-faculty-update.html. Thanks!