LOS ANGELES TIMES -- OP-ED May
should UC be?
Next month, Mark Yudof will take over
as president of the massive university system.
Here's a preview of
what's going into his suggestion box.
Tell Californians the truth
By Stanton Glantz
Mark Yudof should level with the people of California, so they
understand that only public funding can restore the University of
California's tradition of top quality and wide access.
In 2004, UC President Robert Dynes and Gov. Arnold Schwarzenegger
abandoned the idea of a public university in favor of a privatized
model. Dynes accepted a $1.5-billion permanent cut in the university's
annual $5-billion core operating budget, and agreed to substantially
increase tuition every year, in exchange for a promise (now broken) of
modest increases in state money while UC sought private money "to
support basic programs."
The fee increases don't come close to making up $1.5 billion a year.
And although UC has inefficiencies, getting rid of them won't make up
the deficit either. Neither will donations or corporate partnerships,
which mostly are earmarked for projects, not core costs. (In fact, such
"largesse" actually increases core costs.)
The only realistic way to replace public support with private money
would be to double the already doubled fees, to $15,000 to $18,000.
Alternatively, the university could abandon the equivalent of three
If the public really understood this situation, the political heat
would force Schwarzenegger to restore California's promise of a
high-quality, affordable university education.
The test for Yudof is whether he'll have the courage to recognize that
California is at a crossroads, stop covering for the governor and tell
the truth about privatization.
Stanton Glantz, a professor of medicine at UC San Francisco, chaired
the UC Committee on Planning and Budget in 2005-06.
Stand up for undocumented
By Matías Ramos
During the last four years, UC students have endured two rounds of
budget crises, fee increases and a scandal over little-known, lucrative
UC executive compensation deals.
But one issue that flies under the radar and affects the relationship
between the university and our vast immigrant population is the ongoing
controversy over equal access for undocumented immigrant students.
Caught in the middle of a nationally polarized debate on immigration, a
growing number of highly capable students are being left out of the
UC's equation because of the inability of Congress to enact
comprehensive immigration reform.
President Yudof needs to take the lead in ensuring that thousands of
undocumented students become eligible for financial aid funds to which
their tuition fees already contribute. It is not an easy task, but it
is one that would demonstrate his leadership and vision.
Matías Ramos, a political science student at UCLA, is a
contributor to the book "Underground Undergrads: UCLA Undocumented
Immigrant Students Speak Out."
Help the kids to know
By Alexander W. Astin
Although we academics can be justifiably proud of our outward
accomplishments in science, medicine, technology and commerce, more and
more our universities neglect our students' inner development -- the
sphere of values, beliefs and emotional maturity.
The traditions that constitute the core of a liberal education are
grounded in the maxim "know thyself," but today self-understanding gets
short shrift. Yet it is fundamental to our ability to understand one
another, to be good citizens and to resolve society's most persistent
problems: poverty, violence, crime and ethnic and religious hatred.
It is not as difficult or abstract as it sounds. Interdisciplinary
courses, study abroad, reflective writing, foreign language study and
classes that incorporate public service -- research shows that all of
these help foster students' inner development. So does participation in
what we in education research call "difficult dialogues" -- that is,
focused discussions on race, nationality, politics and religion.
By encouraging campuses to embrace such practices, our new president
can push the University of California to do more than educate students;
it can create the leaders who will heal the divisions that plague our
Alexander W. Astin is the founding director of the Higher Education
Research Institute at UCLA.
By Ward Connerly
The University of California is a beloved institution, and one that,
throughout its history, has been known for its credibility.
In recent years, however, the presumption of credibility from which UC
has benefited has begun to erode. One factor that has contributed to
this is the perception that UC is seeking to thwart the will of the
people, who approved Proposition 209 in 1996 to ban preferential
treatment on the basis of race, sex and ethnicity. Instead, UC has
tried to get around that law in its often awkward and dogged pursuit of
UC also suffers from the perception that it provides bloated salaries
to its administrators and is dishonest about public disclosure of its
There is no greater challenge confronting the new president and the
Board of Regents than the restoration of the institution's credibility.
If this does not happen, then in the fullness of time, the University
of California will become just another university instead of a revered
institution to so many Americans.
Ward Connerly, a former UC regent, is chairman of the American Civil
Let the leaders take the lead
By Judy Olian
In the 21st century, corporate headquarters are generally shadows of
their former selves. Having shed most functions to their operating
units, they manage risk by holding unit heads accountable against
measurable results. Because the UC system is made up of outstanding but
vastly different campuses and national labs, one size does not fit all.
Each of these "operating units" has terrific leaders who understand
their unique market conditions and competitive pressures inside and
out, and each should be given maximum flexibility to excel.
So, what role should be played by headquarters -- the University of
California system? Focus leadership on the functions that require a
single voice or the power of the whole, such as interactions with the
Legislature and the Board of Regents, omnibus union negotiations, broad
policies related to pensions and healthcare, central budget decisions,
global branding of the university and ambitious research initiatives
that leverage the intellectual power of the entire system (e.g., stem
cell or nanotechnology programs).
Establish tangible performance metrics for each of the unit leaders and
hold them accountable for results. Then leave these leaders free to
manage. Unleash them to achieve unmatched achievements for our
university and for our citizens. And, when in doubt, delegate even
Judy Olian is the dean of UCLA's Anderson School of Management.
Tackle our real-world problems
By Robert K. Ross
Poverty. Public education. Healthcare. Gang violence. Affordable
housing. Water supply and the environment. These are the key challenges
that threaten to stifle our civic well-being in California, and I would
like to see the new UC president unleash the university's enormous
intellectual capital and resources to help our leaders address these
That means taking the leap from excellence in academia, data and
research to excellence in practical application and problem-solving
leadership. It means changing the performance paradigm for faculty from
"publish or perish" to establishing meaningful community partnerships.
It means that helping a community to close down a crack house or start
a mental health clinic should be as celebrated as the latest robotic
surgery development. It means addressing the moral voice of the
university community to the widening opportunity gap in our state and
It means that advocacy for the poor and marginalized is as important as
research about their needs. It means that the UC health system should
begin to focus as much attention on South Los Angeles and southeast San
Diego as it has on Westwood and La Jolla.
Where to begin? Assume leadership responsibility for the beleaguered
Martin Luther King Jr.-Harbor Medical Center in South L.A.
Robert K. Ross, a doctor, is president and chief executive of the
California Endowment, a private health foundation created in 1996 to
expand access to affordable, high-quality healthcare.
Play fair with student fees
By Charles Schwartz
After decades of generous state support, UC is facing a huge budget
crisis, and the only path the regents can see is to keep increasing
student fees. A better approach would be to start laying out the facts
about where UC spends the money it now takes in.
Here is one example: UC's official budget report says that the "average
cost of education" is $17,390 per student per year; student fees cover
only about 30% of that cost. That is very misleading. The $17,390 is
calculated according to a long-standing habit of research universities
to bundle all the costs of undergraduate education plus graduate
education plus faculty research into something called the I&R
(instruction and research) budget. My own study, based on official UC
documents, leads me to conclude that UC now spends an annual average of
$7,400 per student on undergraduate education, and undergraduate fees
are set at 100% of that cost.
In other words, with the continual decline in state support and the
continual rise in student fees, the state portion of payment for
undergraduate education at UC has vanished entirely. Any further
increase in student fees would mean that UC is using undergraduate fees
to subsidize faculty research and related graduate programs. Those are
valuable programs, but they belong in the domain of the "public good."
It seems totally unjust to push that cost onto undergraduate students
and their families.
Charles Schwartz is a physics professor at UC Berkeley.
Make the budget match the
By Richard Blum
Mark Yudof is a brilliant scholar and will be a visionary president. I
believe he will make the university a leaner, more productive
institution -- streamlining cumbersome operations and redirecting
precious university funds toward our core academic mission.
In the years ahead, the university must become more strategic in
undertaking integrated, multiyear academic and budget planning. Its
administrative infrastructure must become more results oriented, more
publicly accountable and better able to adapt quickly to changing
This includes instituting better financial controls and a revamped
capital-expenditure program, as well as making improvements in
diversity, admissions and affordability. We must continue to identify
sustainable cost savings, which can then be invested in fulfilling key
Now more than ever, we must also ensure that the public understands the
value of UC's contributions to California and that investing in higher
education is fundamental to the state's future.
Richard Blum is chairman of the UC Board of Regents.
Fix the admissions process
By Jeannie Oakes
The law establishing the University of California in 1868 required the
regents to "according to population, to so apportion the representation
of students, when necessary, that all portions of the state shall enjoy
equal privileges therein." Last fall, the regents adopted a diversity
statement echoing this commitment: "Because the core mission of the
University of California is to serve the interests of the state of
California, it must seek to achieve diversity among its student bodies
and among its employees."
Despite 130 years of rhetoric, UC's student body does not represent
"all portions of the state." It does not extend "equal privileges." It
has not achieved diversity. In 2005, nearly half of UC's freshmen
admissions offers went to students from only 198 of the state's 1,947
public high schools. No wonder Latino and African American high school
graduates are underrepresented.
Mark Yudof can help make UC's rhetoric real by working on two fronts.
First, support changes in UC's admissions process to encourage and
reward the hard work and achievement of more top graduates from all of
the state's 1,100 high schools -- currently only the top 4% of seniors
who have met academic requirements are ensured of a slot in a UC
school. Second, engage UC in vigorous efforts to help upgrade the
quality of the state's diverse high schools, so the top graduates are
not only admitted, they also succeed.
Jeannie Oakes is a professor of education at UCLA and director of the
University of California's All Campus Consortium on Research for
Work with the community
By Jack Scott
Over the next 15 years, the job market is expected to change
dramatically. It's estimated that by 2020, 39% of the jobs in
California will require a bachelor's degree. Unfortunately, only about
a third of California's workforce will be so prepared.
President Yudof, there are many ways to address this problem. One
significant way is to improve the transfer rate between community
colleges and the University of California. I wrote legislation that led
to a common curriculum at community colleges for most majors at
California State University. This means that students enrolled in
two-year colleges can complete specific courses and be guaranteed that
these courses will transfer to any of the 23 campuses of California
State University. You and I can work together to take a similar step at
the University of California. This will save students time and money,
and will enable the public institutions of California to educate more
students for the same cost. Given your strong commitment to
accountability, I am confident we can work together on this important
State Sen. Jack Scott (D- Altadena) takes over as chancellor of the
California community college system in January 2009.
Do more with less
By Richard Vedder
The greatest problem confronting Mark Yudof is the fact that the cost
of running the University of California has been rising faster than
taxpayers, students and others are willing to pay to finance it. The
rise in costs reflects unique characteristics of universities:
Third-party payments -- state funding -- make customers less sensitive
to true costs; their nonprofit nature means there is no clear "bottom
line" or incentives to be cost-conscious, etc.
Long-term appropriations from the state likely will grow little given
other budgetary imperatives.
Where should Yudof start? Over-centralized management often leads to
lack of innovation and resource misallocation. Make the campuses more
independent; slash the nearly 2,000-employee central office
bureaucracy. Reduce capital costs by using market incentives to more
intensely utilize facilities on evenings and weekends, and especially
in the summers. Contract out more operations to efficiency-minded
private firms. Use technology to centralize expensive purchases, such
as multiple copies of expensive, little-read academic journals. Make
faculty who publish little teach more. Eliminate costly, low-demand
graduate programs and/or raise their tuition costs.
Yudof must "do more with less."
Richard Vedder is director of the Center for College Affordability and
Productivity and a visiting scholar at the American Enterprise
Tap the alumni
By Alex Filippenko
Most citizens and alumni don't know this, but the state provides less
than 30% of UC's already inadequate funding, and that number is
shrinking. A substantial fraction of the shortfall must come from
private donations, and although the UC is making progress in the area
of fundraising, it is a long way from the success achieved by many top
private institutions. Annually, about 40% to 60% of alumni at Stanford,
Harvard, Yale, Duke and Princeton donate (sometimes very generously) to
their alma maters, compared with about 13% for UC. The elite private
institutions start cultivating the idea of future donations right when
the new students arrive. They almost religiously keep track of their
graduates and solicit contributions. If UC wants to participate in
high-profile projects such as the proposed Thirty-Meter Telescope
(which would be the world's largest optical telescope), retain the best
faculty and staff, replace outdated buildings and equipment and keep
student fees low, incoming President Yudof must step up UC's
fundraising efforts, first and foremost by reaching its highly talented
and successful alumni.
Alex Filippenko is a professor of astronomy at UC Berkeley.
Be a friend to the
environment and a partner to schools
By Ben Allen
The University of California has helped make the state a global leader
in innovation, science, business and the arts. But there are two other
areas in which the university can and must step up its efforts:
environmental stewardship and educational leadership.
Pushed by students, UC has adopted an ambitious set of sustainability
guidelines that have propelled the university to the forefront of
environmental leadership. Earlier this year, Sierra magazine declared
the UC system to be one of the nation's top 10 green universities. But
UC can do more toward the development and use of alternative energy as
well as dramatically reduce its own environmental footprint through
greener buildings; increased energy, water and food-procurement
efficiencies; and waste-reduction programs.
UC also stands uniquely poised to play a greater role in fostering
stronger relations with the other great public educational sectors in
California to build a brighter future for the state. For too long, UC
has been seen as aloof and arrogant, studying the state's public
education problems from on high. But we have the research capacity, the
vested interest and the moral imperative to partner more fully with
K-12 schools, the community colleges and the California State
University system to reinvigorate the Master Plan and get back on track.
Ben Allen, a law student at Boalt Hall, UC Berkeley, is this year's UC
Share profits with workers
By Lakesha Harrison
The University of California is committed to "improving the quality of
life every day for every Californian."
As a licensed vocational nurse, I believe my work and the work of
20,000 other patient-care and service workers at UC hospitals and
campuses contribute to that mission. However, our ability to serve the
public is at risk as hospitals are losing experienced medical staff,
and many employees live in poverty because UC's wages have fallen
dramatically behind. In fact, our peers at other hospitals and
community colleges make an average of 25% more for the same work.
We are concerned this is causing serious retention problems, staffing
shortages and an over-reliance on temporary workers. UC hospitals have
become a revolving door of workers who need constant training, taking
time away from patients. For service workers, salaries are as low as
$10 an hour, forcing many to work two to three jobs or rely on public
assistance just to meet their families' basic needs.
Only 8.6% of the funding for our workforce comes from the state. The
majority comes from the hospitals, which posted profits of $371 million
last year. By sharing those profits and providing equal pay for equal
work, Mark Yudof can help protect California patients and families,
restoring UC's commitment to the public.
Lakesha Harrison is president of AFSCME Local 3299.