0 Both Sides Now

After recent reports of apathy regarding the New Badger Partnership, I've spent more time reading and analyzing the comments that are springing up like crocuses these days. While it's a darn shame that people don't regularly sign their names to web comments, or at least provide some description of their position relative to the institutions involved (e.g. are you student, staff, faculty, etc), absent a real live on-campus discourse, the virtual world is what we've got to work with.

Here is my thematic analysis of commentary from the last month-- I'm focusing on that since it's possible that opinion has changed over time as the discussion has deepened.

(1) Critics are primarily concerned about the behavior of Chancellor Martin. It seems that concern extends to what her actions foretell for a future under a public authority model that gives her additional power, as well as what her actions have done to relations between UW Madison and the state. While some have claimed the concerns are more about process than policy, my reading of the commentary is that this is not the case, since many are tying the implications of the process to the implications of the policy itself. In other words-- what does her interpretation of "shared governance" thus far mean about how she would use or protect it under PA? Terms frequently used to describe Martin include "secretive," "naive," "vague"-- and according to at least one "a rather pleasant looking lady" and "a campus celebrity."

(2) While Martin is often linked to Scott Walker in comments, people seem to have independent feelings about their leadership capabilities, styles, and intellect. For example, one person writes: "In the past 100 days, Governor Walker has shown himself to be hostile to everything the UW used to represent ...But the Chancellor has been silent as employees' rights are rescinded; their take-home pay slashed; their institutions decimated; and themselves publicly slandered as everything from the root cause of a national recession to 'violent thugs' ... while alienating her colleagues at other system schools and deeply disappointing those of us who conserve a sense of solidarity with our fellow employees."

(2) There seems to be more agreement with the need for flexibilities in hiring, procurement, and construction than with regard to flexibility in tuition-setting.

(3) There is a lot of sentiment about the need to keep UW-Madison affordable and accessible to all Wisconsin residents-- not only those who are low-income. But people disagree on how to achieve these goals. This is clearly a conversation that needs more time and thought to develop.

(4) The rhetoric of "crisis" has taken hold. Many commentators mention a crisis but very few cite specifics of what makes this is a crisis. This discussion of how the "money has been stopping" is a good example.

(5) There is a fair bit of animosity towards UW System -- or at the least a sense that the Board of Regents is not as effective as it could be. I see fairly equal evidence of this in Madison papers and those from other cities and towns across the state.

(6) That said, the most common objection to the NBP is the separation of Madison from System. That move is often termed a "disaster,"

(7) Many of those who write in favor of the NBP paint its critics as "Lefties," "liberals" or "Socialists." Those who write against the NBP describes its advocates either as "neoliberals" or "conservatives," "Repugs," or even "devils."

(8) I count as many alumni writing against the NBP as writing in favor of it-- however, I remain concerned that the negative comments that dominated the WAA page were deleted from that website, tipping the scales in favor of supporters.

0 What Are You Doing This Summer?

Want to work with a talented group of students and faculty, helping find ways to make Wisconsin public higher education more affordable? Then please consider joining the Wisconsin Scholars Longitudinal Study as an undergraduate or graduate intern this summer!

The WSLS is seeking students who will commit to at least 10 hours/week of work for summer and fall 2011. The ideal candidates are responsible, trustworthy, and detail-oriented. Those studying sociology, psychology, economics, or political science are especially needed.

Potential tasks include: (1) piloting a study of undergraduates using text-messaging, (2) interviewing students, (3) transcribing and coding interviews, and (4) Using STATA to clean, code, and analyze survey data. Interns will be included in regular biweekly staff meetings and social events.

We offer class credit and/or pay based on experience.

If you are interested, please email Alison Bowman at ambowman@wisc.edu by May 13. Include a resume and short description of your relevant skills and time availability.

Thanks!

0 Scott Walker's Hokey Pokey

Eliminating collective bargaining for Wisconsin public employees was all about balancing the state budget. Until it wasn't.

Expanding the Milwaukee voucher program was all about equal educational opportunities for low-income children. Until it wasn't.

Howard Fuller is absolutely right to threaten to "get off the stage" and refuse to strike a deal with the devil.

“I will never fight for giving people who already have means more resources. Because, in the end, that will disadvantage and squeeze out the possibility of poor parents having some of these options,” said Fuller.

This is not to say that Fuller won’t consider raising the income threshold to serve more of Milwaukee’s working poor. In the interview, he talks about aligning the requirements for entry into the Milwaukee Parental Choice Program with those of Wisconsin’s BadgerCare program, which provides health care to state residents who earn less than 300 percent of poverty. “That would capture over 80 percent of the households in the city,” he said. “So if your real objective is to expand the level of support, you could do that and still retain a focus on low-income and moderate-income families.”

But if Wisconsin and other states want to make their vouchers universally accessible to families of any income level, “it may very well be that it’s time for people like me to get off the stage,” he said. “Maybe it has to be a different movement going forward, but if that’s the way the movement has to be going forward, it’s not something that I can be a part of.”

While I disagree with Fuller's approach to expanding vouchers rather than focusing on reform of and investment in public education, I admire his steadfast adherence to principle and his commitment to advocacy on behalf of disadvantaged children and families.

Others in Wisconsin -- including UW-Madison Chancellor Biddy Martin -- need to come to the same conclusion. What YOU may think or want something to be about probably isn't why this right-wing governor is your new friend. Just say "no, thank you." There are alternatives that may need to wait for more thoughtful and progressive leadership in Wisconsin.

Trampling workers' rights. Privatizing public education. THAT's what it's all about.

AP Photo: Andy Manis

0 Reforming Wisconsin Public Higher Education

As we move into the closing months of debate over Governor Scott Walker's budget bill, it is becoming clear that there's little appetite for the New Badger Partnership outside of Madison. That's not to say that the Wisconsin Idea Partnership is likely to succeed either.

Instead, the state has begun a very important discussion about the future of public higher education. No one--whether pro or con-NBP-- seems to think what we're doing right now is working terribly well. And the metrics would seem to bear that out --our degree completion rates, access rates, affordability rates-- all are essentially mediocre. We can and must do better, and it's in that spirit that I will begin to propose some principles and prospects for reform.

My proposals are grounded in the spirit of the Morrill Land-Grant College Act of 1862 that helped create the University of Wisconsin, and the Wisconsin Idea that helped sustain it. They are also grounded in decades of empirical research on undergraduate education and the actual experiences of today's college students. Finally, please note that they are primarily meant to stimulate discussion and debate-- not to preclude it. Wisconsin needs so badly to engage in a series of frank, fearless conversations about higher education with a much wider representation of opinions and ideas than it has before. Now is the time, and here are some thoughts to get us started.

(1) In the 21st century, the two systems of Wisconsin public higher education could work together to meet the needs for undergraduate and graduate education throughout the state. Right now, they are systems divided, competing for scarce resources. While they enjoy different missions they are in many ways complementary and their work needs to be coordinated. Therefore, I call for serious discussion about creating a central, comprehensive governance board overseeing the work of all of Wisconsin's public colleges and universities. In other words, that board would be charged with the future of both the University of Wisconsin System and the Wisconsin Technical College System. The creation of this kind of governing body should be aimed at elevating the educational missions of our institutions and protecting them from the inappropriate incursion of politics (e.g. intrusions from both the governor's office and the Legislature). Given that both parties have, at various times, objected to the involvement of political actors in the work of these schools, this approach could (eventually) garner bipartisan support. That's not to say it will be without pain-- the move would nearly undoubtedly result in the discovery of some mission overlap or creep and/or redundancy in some services that could results in closures and/or job loss. These are hard truths, but not ones that should be avoided.

(2) To ensure cost-effective operations, all institutions of higher education in Wisconsin need to be treated as the schools they are. In other words, they require greater autonomy from state government in a key set of domains. They are unlike other state agencies in terms of their work, their personnel, and their ways of operating. Schools are not businesses, and will not run effectively (and therefore efficiently) as such. Serious consideration needs to be given to finding the means with which to free them from red tape with regards to (a) personnel issues including hiring and compensation, (b) procurement, and (c) construction.

(3) Just like many other not-for-profit institutions, going forward the Wisconsin higher education system should be allowed to retain the revenues it generates as long as it uses them solely for educational purposes-- in other words to satisfy its mission. The state should not be allowed to "sweep" said revenues from the System for non-educational purposes. The possible exception might be to take them for use in funding the state need-based financial aid program -- but ideally that program should be administered by a board that coordinates the work of both UW System and WTCS. Notice that I am suggesting that individual institutions may still have to give up some revenues to the System; that sort of tax facilitates redistributive activities that benefit the common good as long as the revenues are used for educational purposes.

(4) Ensuring the accessibility and affordability of Wisconsin public higher education in the 21st century requires strong oversight of tuition and financial aid policies. Left to their own devices, colleges and universities have significant impetus to act to maximize the opportunities for their employees rather than their students. To control this tendency, a central board needs to coordinate these policies across institutions-- this is an important part of what makes them part of a system. It is also what makes degree completion possible for students who--for a wide variety of reasons-- attend multiple institutions en route to a degree (today that includes more than 1 in 2 undergraduates).

There are four ideas. Let's have at 'em- and let's develop more. Please join the conversation.

0 Have Courage-- Act Now

I have spent the last seven years afraid I'd become a cautionary tale. I have been repeatedly warned by older, wiser folks to reconsider my inclinations to do things that could threaten my chances of getting tenure: have a baby on the tenure-track (then have another), initiate a large-scale new data collection project, spend a lot of time grant-writing, write policy briefs and other non-academic papers, travel around the country for policy and practice speaking engagements, write a blog (and then two), and the list goes on and on. Of course, the most controversial decision I made was back in 2009 when I began to speak out loudly and frequently against the policies and actions of UW-Madison's Administration.

For the most part, my advisers are tenured friends who simply want me to succeed. I have a tendency to get in my own way-- by saying "yes" to too many opportunities, wanting to have it all right now, and sometimes by starting to speak before I've finished thinking. I realize that they weren't all saying I should never do the things I've done, but that perhaps I just shouldn't do them right now.

Having now stunned even myself by receiving two unanimous votes of support on my tenure-- from both my department and the UW-Madison Social Science Divisional Committee-- I have this to say. While I have some small regrets about how I've used my time during the last 7 years, I have absolutely no regrets about my decision to speak publicly and confidently about my opposition to the Madison Initiative for Undergraduates and the New Badger Partnership. Both policies threaten the great public university I've come to love as my home, and even more importantly, they threaten the key principles central to my research agenda: higher education access and affordability.

To professors at UW-Madison who share those values and principles and have not yet spoken publicly about your feelings on the NBP: please consider doing so now. To those not at UW-Madison but who recognize this is a national concern-- please also considering doing so. One of the current University of Wisconsin-Madison's greatest assets is its safeguards for academic freedom. As I celebrated last night, I became increasingly cognizant that at most of the nation's colleges and universities my tenure decision wouldn't feel nearly so certain at this point-- it has not yet been signed by my dean, provost, chancellor, or Board of Regents. They are all a critical part of the process, and my stating that I have earned tenure is not meant to disrespect or discount their role. Rather, what I know is that both my department and the divisional committee believe I have earned tenure -- and at the current UW-Madison with its shared governance structure that is what matters most.

Ours is not a top-down institution. Tenure is not decided mainly by the Administration, and this makes it possible for faculty to speak their minds without fear.

That is not how private institutions operate, and should the NBP transform UW-Madison into a public authority (what might also be called a private land-grant university) I expect that will change. While the new Chapter 37 includes the provisions of the current Chapter 36, it could be easily altered with a line-item veto to eliminate the faculty role in the tenure decision-- or simply to give much more decision-making authority to the new Board of Trustees and/or the Chancellor.

Is this an irrational fear? I don't think so. Chancellor Martin has articulated her theory of governance before and it is more a unitary model than a shared one. Moreover, she seems to have brought a strong sense of Cornell University with her. And the way in which power is allocated at Cornell seems remarkably similar to how power has been allocated under the Martin regime at UW-Madison.

As Ambrose Redmoon once wrote, "courage is not the absence of fear, but rather the judgement that something else is more important than fear." If you like the current tenure process at UW-Madison and the freedom it affords faculty to speak truth to power, now is the time to speak. Right now shared governance protects you. Soon, it may not exist.


SEND YOUR COMMENTS TO UNIVERSITY COMMITTEE CHAIR JUDITH BURSTYN AT burstyn@chem.wisc.edu

0 FROM THE ARCHIVES: I (Finally) Figured Out Why I Want Tenure

This is a very important day for the EduOptimists and our family. In honor of this special occasion (let's call it DDay), we offer a peek into our archives. I wrote this post on May 4, 2009. Since that time, I have grown ever more certain that the only way to ensure true sifting and winnowing is through tenure. On Wisconsin! Sara


UPDATE: This afternoon the Divisional Committee of UW-Madison unanimously confirmed my tenure, which was previously confirmed with a unanimous vote by my department. ON WISCONSIN!!!!!

Today was a big day. This morning’s paper ran a story containing quotes from me and from this blog that many of my colleagues will likely view as uncouth. Others will misinterpret it as desire for publicity and name recognition. These folks just don't know me like my family, and particularly my Poppa, does.

To my mind, I had little choice but to do what I did. My University is moving in an untenable direction, one that makes middle-class folks feel good, while at the same time trampling the long-term opportunities of the voiceless. I'm not alone- my family members have a long history of doing exactly this. I went on the record as opposed to a policy that is strongly supported not only by my administrators and supervisors, but also by most of the faculty around me. I wish I could say I felt brave and confident as hung up the phone with the reporter. I didn’t-- in fact, I ran to the bathroom and lost my lunch.

Over the course of the past many months, I’ve received a lot of advice about the Madison Initiative. Advisers have patiently explained to me that the policy is going forward with or without me, and that my time and energy spent fighting will be wasted. I’d be better off simply recommending a few minor alterations and falling in line; at the bare minimum this would help to ensure I could devote my energies to peer-reviewed publications and the kinds of thing academia typically rewards. A fight like this one, I was told, was something I had to earn the right to participate in—something I needed tenure for.

This is all undoubtedly true. The numbers of hours I’ve spent agonizing over the Initiative, pouring over its details, listening to the administration, reading what students have to say, reviewing relevant research on the topic again and again—it’s taken plenty of time and left room for very little sleep. If I were more prudent, that time could have been spent on my many R&Rs, helping put the icing on my tenure case.

Except until now, I really wasn’t sure what tenure was good for. I never set out to be a professor—I just wanted to question conventional wisdom and address it with the best available social science evidence. I'd do it in whatever setting allowed it. I never worried about unemployment; heck at times I find myself with 3 or even 4 jobs at a time. I am insanely fortunate, I know it, and so I thought how could I expect more? Tenure, I began to think, could be phased out in favor of more competitive salaries.

But today, I get it. At the end of my 5th year as an assistant professor, I just spoke out in a manner that could hurt my job prospects, possibly my research agenda, and who knows what else. I’m not saying anyone will directly throw the hammer at me- not at all. But people will be pissed, and they’ll find ways to make my life difficult. I recognize that.

So why bother? Why not wait until I had tenure- and true academic freedom? Because I’m not a professor just anywhere—this is Madison. Madison, for pete’s sake—the place where every academic in the country believes anyone can and does speak their mind, and is praised for it. I am deeply proud of this University’s tradition, and I want it upheld.

And in this case, the truth simply couldn’t wait. In my reading, the research here is unequivocal. I’ve got mountains of evidence that truly open discussions were not occurring, and could not under institutional constraints. I spend my days with students who have struggled to gain access to UW-Madison, and also with many of those who’d hope to attend but for major financial barriers. Yes, this policy increases financial aid—and that is a wonderful thing. But there were other routes to achieve the same end, and much better policy designs that were never considered or outright rejected. And so it was time to stand up for my students—and even more importantly for the Wisconsin high school graduates from poor families who will never find their way here. My own personal interests (e.g. salary, community of faculty, even tenure) be damned.

I have a two-year-old. When I leave the house every day I think about why I’m bothering. Today, the world knows why. And honestly, I’m both proud—and scared.

0 Guest Post: Why "New Badger Partnership" Means Loss of Independence for UW-Madison

The following is a guest posting from Harry Peterson, a UW-Madison administrator from 1978-1990, Chief of Staff to Chancellor Donna Shalala from 1988-1990. Harry is also President Emeritus, Western State College of Colorado, Gunnison, Colorado

The demand for Professor Bill Cronon’s emails by the Wisconsin Republican Party prompted the UW System Board of Regents to review its support for academic freedom throughout its history. At its April board meeting the Regents again was emphatic in its interest in continuing that tradition. This received virtually no notice in the media because it was not news. The Board of Regents has been supporting academic freedom throughout its history. It is one of its most important legacies. The board has done such a good job it is taken for granted.

We know in our personal lives and in public policy that decisions can have unintended and unanticipated consequences, sometimes with tragic results. Goals that are pursued sometimes have the opposite result. The proposal by Chancellor Martin and Governor Walker to create an independent authority for the UW-Madison, in the name of autonomy, will result in outcomes that are the opposite of the independence the Chancellor seeks.

There are several reasons why our autonomy at the UW-Madison will be decreased. This post addresses one of them.

On May 1 the terms of two members of the University of Wisconsin Board of Regents will expire and Governor Walker will nominate two people to serve seven year terms on the Board. (Also, two student Regents who will serve shorter terms.) Those individuals will appear before the Senate Education Committee. It will be an opportunity for Senators to ask these nominees about their understanding of higher education and support for academic freedom and tenure, research on climate change and evolution. They can also be asked about whether they support stem cell research, and if they believe that the UW Medical School should continue to train its students in abortion procedures. They will surely be asked their position on political parties soliciting emails from faculty members.

The Senate Education Committee will then make a recommendation to the full Senate about whether to confirm these individuals to serve as members of the Board of Regents.

These two new Regents will join a seasoned Board of Regents who have learned, through years of service, about the complexities of higher education and the traditions of public higher education in Wisconsin.

After July 1, if the Biddy Martin/Scott Walker proposal for the UW-Madison to leave the UW System becomes law, Governor Walker will appoint 11 members of the newly created board of trustees. This appointments will be made by the Governor knowing they will not be subject to a public hearing and subjected to the questions the Board of Regents members might have been asked. These individuals will immediately constitute a majority of the board.

The Scott Walker board will likely support significant tuition increases, consistent with the conservative philosophy of smaller government, with an emphasis on individual responsibility to pay for benefits they receive. If the next governor is a Democrat the new governor will have a majority in his or her first term. That liberal board will undoubtedly focus on access to higher education, and will very likely oppose significant tuition increases. Long terms of service are designed to prevent this kind of abrupt policy reversal. That is why the UW System Board of Regents have seven year terms. Even if the number of years per term is increased, the current language reflects an alarming lack of understanding of public higher education by the people who proposed it.

The Scott Walker board members will not become part of a governing body that has a tradition of almost 40 years of supporting academic freedom. They will establish their own traditions and will do so in a climate of unprecedented mistrust and partisanship. The UW-Madison, in its quest for greater autonomy, will have left behind a board which has defended academic freedom for almost 40 years.

When Alexis de Tocqueville visited our country in the 1830s he marveled at the democratic traditions that had already been established here. He called them “habits of the heart.” Academic freedom is a “habit of the heart” for the University of Wisconsin Board of Regents. They have done it so well we take it for granted. The new board will inherit the language from Chapter 36 of the Wisconsin Statutes, but none of the tradition of the people who served before them.

If the Biddy Martin/Scott Walker proposal becomes law, the UW-Madison will have become “independent” from the other UW System universities, its legislative allies, and will have also gained “independence” from a strong and supportive Board of Regents.

It will acquire a different kind of dependence. Because of the appointment of majority of board members by Scott Walker, without Senate review and confirmation, it will have become much closer to and dependent upon the current and future Governors.

0 Cat and Mouse

Thank you to an anonymous source for passing this along.

0 An Alternative Proposal

In a recent post, I explained that there are viable ways to deal with significant budget cuts while providing a high-quality postsecondary education to students at UW-Madison and throughout Wisconsin. Here, I expand further on that option.

There are several things that academics in the Research I world tend to hold dear. These include a low student/faculty ratio, autonomy to decide what one teaches and when, and a reward structure that emphasizes on research accomplishments over teaching accomplishments. I want to suggest that while these are important values in many ways, they come into conflict with undergraduate learning.

To be more specific:

(1) Keeping the student/faculty ratio small is intended to make sure students get a lot of attention from faculty. It's often interpreted to mean that classes are small and advising frequent, and thus is a marker of quality. Yet as many freshmen would attest, even when the ratio is low, classes are large and faculty interaction infrequent.

(2) Decision-making authority over teaching is intended to allow faculty to teach what they are best at teaching, giving them the ability to connect their research to teaching in meaningful ways, helping them stay motivated and engaged, etc. But it also means that often students don't know who will teach what and when. It also doesn't do anything to make sure that faculty are teaching the things they're truly good at teaching.

(3) The reward structure (including tenure) places more emphasis on research than teaching. This is more true in some parts of universities than others, but overall it's accepted. Also, in public institutions it's common to emphasize scholarship rather than fundraising, partly because of concerns that scholarship shouldn't be driven by fundraising and partly because opportunities for fundraising are inequitably distributed across areas of study. This provides too little incentive for faculty to devote a lot of time to learning to teach effectively (time is a very scarce resource), and also to pursue grant funds that could provide postions for undergraduates and grad students on research studies.

So those are some of the problems. What are some possible solutions, and in particular how might they save us money without turning the UW into a place faculty don't want to be?

(1) Increase the student/faculty ratio from 13:1 to 19:1. Do this with a combination of admitting and retaining more students and over time reducing the size of the faculty a little. As I explained in my prior post, this saves a ton of money, and we can even afford to increase faculty salaries and student support services somewhat.

(2) Grow the size of classes where the students enrolled have the fewest remedial needs. Do this in a data-driven way-- try it out (experimentally-- with random assignment), collect data and evaluate the effects. Try doing this with upper-level students in particular.

(3) Give faculty the incentives and support to learn to teach more effectively and efficiently using technology (see below for how to pay for it). Reward them for doing so (e.g. make this more important to tenure decisions, and to awards given to senior faculty). This will increase capacity to teach larger classes and to do it well.

(4) Demand that all departments carefully coordinate the provision of required courses. Strike a better balance between giving faculty choices about when/what they teach, and what students need.

(5) Increase the grant buyout rate, so that the university gets more money when a professor is released from a course. Use that money to support professional development (see above). I say this knowing it will anger many, and hurt myself- but it's too cheap in many areas of the university to get out of teaching. Make this a nuanced rule however-- release people for prestigious fellowships and activities that will really support their scholarship AND teaching, but make it more expensive to be released solely to work on a single project.

(6) Give faculty incentives to fundraise. For example, change tenure guidelines so that in areas where grant opportunities abound, professors are expected to raise at least a minimal amount of money by the time they go up. Do this carefully, by first working with faculty to assess the landscape in a field and update it every few years. In areas where grant opportunities are not plentiful, consider whether fellowships and scholarships are. To be clear, the goal is to measure success relative to opportunities-- if you are a "star" is it reasonable to expect you to have earned at least one accolade (that comes with at least some funds) during your tenure period? This will help bring more money into the university, offset the cost of faculty salaries, improve rankings, and provide more opportunities for students. Another idea is to start giving a small percentage of indirects to PIs-- as many other institutions do.

(7) Assign faculty to mentor undergraduates. Praise them for doing so. In particular, I urge UW to consider assigning a faculty member to each Pell grant recipient. This would require perhaps 2 hours of work for each professor each month, and would make much better use of our Pell dollars and increase graduation rates. We could be first in the nation for doing this, and I'm betting it would also improve faculty/student relations.

There are cost savings associated with all of these steps. There are benefits to both faculty and students. Yes, there are some costs to. Every new way of doing work comes with these.

This is the kind of thinking we need to be doing to solve our current dilemmas. Flexibility and control over our existing money is not going to improve the quality of undergraduate education. That should be our focus right now. Nothing-- nothing-- is more important to Wisconsin's future.

0 The Consequences of Speaking Out

I am under attack