Is This What Shared Governance Looks Like?

For decades, the price of higher education has been rising at colleges and universities nationwide, and relatively few students and families have done so much as sniff.  While occasional concerns about affordability have been expressed, that message has been quite soft when compared to the loud statement uttered by the millions who walk onto college campuses every year, despite rising tuition and fees.  In other words, actions speak louder than words.  Colleges and universities are able to say: if we are truly charging more than you want to pay, why do you keep buying it?

Times are changing, as some students are informing themselves about why college costs so much-- and where the money is actually spent.  Some are aware that part of the costs are offloaded onto students in the form of student fees, fees which in many places students have no choice but to pay, and have no control over.

UW-Madison is a bit unusual-- it has segregated fees, but it also has a renowned shared governance structure which gives students strong input into how those fees are spent.  This is a model that has helped shape the character of the institution and is among its finest attributes.

Unfortunately, a challenge to shared governance may be upon us.  Recently, the Student Services Finances Committee of the Associated Students of Madison voted to reject a request to increase spending of the Wisconsin Union and Recreational Sports.  Before approving the request, the SSFC wanted more information about how those funds would be spent.  In other words, students demanded transparency and accountability, beyond the high-level look at spending they are typically provided.  Absent that information, they declined the request.

On Tuesday, Interim Chancellor David Ward, a chancellor who has been demonstrably sensitive to issues of affordability and the cost-effective use of resources, overruled that veto.  I admit, I have not spoken to Ward to ascertain his reasons. But whether I would agree or disagree with his reasons are beside the point, which is fundamentally about process.  Shared governance leans heavily on adherence to process -- it is time-consuming but is essentially what the concept is all about. And according to the written process, Ward was to consult with SSFC before overruling their decision -- according to both Sarah Neibart (head of SSFC) and Allie Gardner (head of ASM) he did not.

Given a climate in which faculty, staff, and students have good reason to be concerned about allocation of scarce resources (since every day many of us observe it being allocated in inequitable and ineffective ways), and given the generally low morale due to stagnant and declining compensation, it is more important than ever to preserve the aspects of this university which make it special to its constituents. Shared governance is exactly that. Strong protection of shared governance is an inexpensive way to keeping the University's laborers integrated, involved, and effective. It is essential.

A positive result of this action would be a renewed discussion about the types of reporting that students, faculty, and staff can expect to receive from the administration regarding the allocation of monies generated from tuition and fees. Rigorous assessment of the impacts (the delta) resulting from spending (not the outcomes), can help move this institution through hard times-- and we should all be supportive of that.

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Making College More Student Friendly (Part 1: Seg Fees)

Another new Education Optimists series-- this one is focused on how to reform our colleges and universities to become more student-friendly. First up, seg fees.

Last night as I observed my Twitter feed, I noticed a tweet from a student journalist about a particular aspect of UW System policy on segregated fees. According to System financial rule F50, in order for an organization to receive seg fees, it must "require that all leadership positions in the organization be held by students enrolled on a fee-paying basis for at least half-time; as used in this policy, "half-time" status means enrollment for a minimum of six credits as an undergraduate student, and enrollment for a minimum of four credits as a graduate student, except that for UW-Colleges students "half-time" status means enrollment for a minimum of three credits."

This strikes me as a good example of a well-intentioned policy with unintended consequences.

The purpose of the policy may be to ensure that only students hold leadership positions, preventing others in the community from accessing student resources and/or controlling agendas. That makes sense. Maybe it is also intended to ensure that students who hold leadership positions have "skin in the game"--e.g. paid their seg fees. That makes less sense, since many students didn't themselves pay their seg fees: their parents or financial aid did.

But this half-time requirement systematically disenfranchises the more than 23,000 undergraduate students in the UW System who, for whatever reason, are attending college part-time. Statistics show that part-time enrollment is a temporary situation for some students, and a strategy for college attendance for others. For example, a student may be full-time throughout college, but due to family obligations or a short-fall of financial resources, or difficulty with some hard courses, may drop to part-time for a given term. Or, the student's approach to financing college may be to work 3/4 time, and take a half-time load. Such students are disproportionately first-generation, racial/ethnic minorities, and/or from low-income families. They are often somewhat older, and more likely to be women.

Participation and leadership in student organizations is important. It's not only a credit to one's resume, and a great way to build social networks, but it is also a predictor of college persistence. Thus, it is probably especially important for students who are otherwise disconnected from campus to have the opportunity--if they so choose, can fit it in, and are chosen--to take the role as a leader. Saying that they can't (or if they do, their organization can't access seg fees) is passing judgement on their abilities, rights, and opportunities based on a single atribute of their college attendance pattern: how many credits they take. This serves to preserve and maintain the advantage of students who can afford and manage to schedule full-time attendance, and perpetuates the interests of full-time students over part-time ones.

This rule could be modified in ways that maintain the intent--to ensure leaders are students--while removing the unintended consequences. For example, why not require of leaders (item 2c in F50) exactly what's required of members (item 2b): "Students enrolled for a minimum of one semester hour of credit at the UW institution for which the organization is seeking official recognition?" Or, require that the person has taken at least 6 credit hours on campus in the last 2 years? If a modification is sought, consider this: Is it really the case that there is a systematic problem of non-students taking leadership roles in student organizations, such that a blanket rule that disenfranchises 15% of UW System undergraduates is truly needed?

Lest you think this is a minor issue that hardly ever comes up, take a look at today's Badger Herald. At last night's ASM meeting, student Nneka Akubeze was nominated to fill the position of vice-chair, and "Student Services Finance Committee Chair Sarah Neibart said because Akubeze, a special student, is enrolled in four credits, she is not eligible for a leadership position in ASM." A debate ensued. I do not know Akubeze, but it seems to me that debate was long overdue.

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