Friday, February 3, 2012

Donors will fund Maturi's new job at old salary

More about this later...

Joel Maturi will retire as Gophers athletic director when his contract expires June 30. He will not be taking a cut in pay.

Maturi will begin his new role as special assistant to university President Eric Kaler the next day, and the one-year appointment will include a base salary matching the $351,900 he currently makes. Maturi also will receive the standard benefits package that includes health insurance and retirement, pushing his compensation package to more than $468,000.

Maturi's salary as a special assistant will come from the University of Minnesota Foundation, which is from fundraising -- not state -- funds.


Maturi's new role will involve fundraising, helping with the transition of the new AD and doing some classroom teaching. Kaler said in an e-mail response that he considered the compensation to be "a fair salary for the job given Joel's experience and service to the 'U'."

Not everyone agrees.

Michael McNabb, a local attorney who received his undergrad and law degrees from the university, expressed outrage.

"It's another example of the extravagant compensation being paid to senior administrators at the University of Minnesota at a time of skyrocketing tuition that's created hardships for students and parents,'' said McNabb, a member of the Minnesota Alumni Association and a frequent blog contributor on the subject of administrative costs.

This is simply pathetic and deeply disturbing.

As some of the commenters on this article put it:

"The money for his salary comes from donors so it's nothing for anyone to raise objections about? Umm, I'm no accountant but I'm pretty sure that if the donor money was not going to Maturi that it would have gone to something else to better the university..."

"'fair salary?' I wonder if the president was able to say that with a straight face. He probably had to email it. and 'special assignments that have to get done?' This would be funny if it were not so sad."

"Did this 'job' exist before Maturi or was it created for him? What a joke - as a U alumna, I'm flabbergasted that donor funds are used to fund his 'retirement'."

"A half a million dollars! This is outrageous! And they want more money (tax-payer) from the legislature? Outrageous!"


$$$

Thursday, February 2, 2012



Turf Wars, Struggle for Dollars

Distorting Academic Values at University of Minnesota


(emphasis mine)

U colleges battle for enrollment, tuition dollars

The quest for more funding leads colleges to offer more classes that fill requirements in order to draw in more students. 
 
Colleges within the University of Minnesota are competing to enroll more students in order to net more tuition dollars.
By duplicating courses traditionally available in other colleges and applying to have more of their courses satisfy liberal education requirements, colleges can fill more seats and make more money.
Tuition is the main source of revenue for colleges, and increased enrollment nets colleges more tuition revenue. With the current budget model, 75 percent of a student’s tuition goes to the college where the class is held, while 25 percent goes to the college they are enrolled in.
With budget constraints, colleges and departments are feeling the pressure to collect as much tuition revenue as possible, perhaps at the expense of students’ education.
To increase enrollment and thus revenue, there is inter-collegiate competition for more courses with a liberal education designator, said Walt Jacobs, department chairman of African-American and African Studies.
“Colleges are trying to figure out ways for students to take their classes,” he said.
There is a perception that having a liberal education theme or core requirement, or ideally both, increases enrollment.
Robert McMaster, vice provost and dean of undergraduate education, said that perception is incorrect for most courses. But a class like Biogeography of the Global Garden fills many seats because it is a “double-dip” course — it meets an environmental theme and biological sciences liberal education requirement.
Of the about 700 classes per semester that meet liberal education requirements, one third of those meet a theme and a core requirement.
Chemistry professor Chris Cramer said this is a market-based approach that could twist the focus of existing courses.
While the original philosophy of liberal education requirements was founded to broaden students’ minds, Cramer said it’s “grown a little out of control.”
“There’s a pressure to adjust that intellectual content to maximize enrollment,” Cramer said.
As a department chairman, Jacobs said he wants to keep up with other departments and increase the number of liberal education classes offered.
On the other hand, he said he is worried that these additional courses will “water down the system.”
Jacobs, who is a member of the Council on Liberal Education, which approves or denies courses the designator of a liberal education theme, said there is concern that these courses are overcoming others.
“If more courses are taught that have LEs, that kind of crowds out other courses that may also be valuable for students to take,” he said.
All liberal education courses will be recertified beginning in 2014. McMaster said they will specifically look to see that tenure-track or tenured faculty are teaching the courses and that there is no “curricular slippage” — or deviation from course plans.
Poaching ‘intellectual turf’
Another way for colleges to increase revenue is by poaching — duplicating classes commonly taught in another college.
“That is direct competition for those tuition dollars,” Cramer said.
Cramer said this practice is inefficient in a time of strained resources.
In the College of Liberal Arts, Jacobs said departments are rewarded for hitting enrollment targets. Those that do are allowed to keep any surplus of the instruction budget from that year.
He said it’s fair, but it puts a lot of pressure on departments.
Curricular conflicts arise when certain colleges teach something they see as “their intellectual terrain,” McMaster said.
In order to correct these problems, McMaster will appoint a campus curricular committee by the end of spring semester to review curricular conflicts and new course proposals.
He said almost all peer schools have a campus-wide curricular committee.
The committee would review new courses proposed and negotiate curricular conflicts.
Statistics courses, for example, could be “problematic” because there is both a School of Statistics and a statistics department.
“The concern is, to some extent, tuition loss, but it’s also just a concern of intellectual turf,” he said.
 
 Third. Greatest. Public. Research. University - the gift that keeps on giving...
 

Tuesday, January 31, 2012



A Return to Sanity About MoreU Park?


One of the biggest fiascos and unneccessary draining of resources by the Bruininks/Sullivan regime was the UMore Park fantasy.

For some background please see:

Perhaps Now is the Time for Rethinking Plans for MoreU Park?
On the Continuing MoreU Park Fiasco Is the University of Minnesota a Land Grant Institution?



Exactly how long is the UMore Park craziness going to continue?

Perhaps the new Kaler/Hanson administration will take a closer look at this house of cards?

The President met with faculty members from the College of Food, Agricultural and Natural Sciences to discuss the impact of UMore Park plans on their research.
He has also asked for a reassessment of the path forward with respect to UMore Park, given the real estate market and that the market for the gravel is also down.
There are a variety of constituents that will need to be involved in the conversation. 
January 19, 2012
Faculty Consultative Committee

$$$

Monday, January 30, 2012

University of Minnesota Academic Health Center

to Undergo External Review

Dear AHC colleagues,

This fall the Academic Health Center Review Executive Steering Committee, chaired by Vice President and Dean Friedman and Vice President Mulcahy, completed a review of the AHC mission, structure and centers. This review was an instructive self-study and was consistent with the charge issued by President Bruininks.

As I noted upon receiving the report, it made several meaningful recommendations but was not designed to answer larger questions about the vision and the future of the AHC. I believe those are important questions and for that reason, I am charging a small committee to complete an external review. This external committee will be chaired by Dr. Ken Kaushansky, a member of the Institute on Medicine, dean of the School of Medicine, and senior vice president for the Health Sciences at Stony Brook University.

The primary question for the external review committee to consider is whether the AHC is structured to ensure excellence in all of our health science schools. One of my strategic goals for the University is to strengthen the health sciences and improve the national reputation of the Medical School. It is critical to both the future of the University and the state of Minnesota that we improve our leadership position in the health sciences in order to meet workforce needs, discover new cures and treatments, continue to provide high-quality clinical care, and support the biomedical industry. This requires an objective look at where we are and where we need to be to improve our position.

The recent self-study, along with many internal and external reviews and strategic plans that outline the strengths and challenges of our health science enterprise, will provide a valuable starting point for the external reviewers. In addition, the committee will visit campus to interview leaders and have the discussions necessary to fully understand and assess our needs.

As you may know, the Medical School accreditation team will be here in March. The external review team will visit as soon thereafter as is practical.

The mission of the AHC—to train the next generation of health professionals, to discover new cures and treatments and to enhance the economic vitality of our health industries—has never been more important. We need to ensure that we are positioned to meet that mission to the fullest.

Thank you for all you do to make the AHC and the University successful. I look forward to working with you to continue to build on the strengths of the Academic Health Center.

Sincerely,

Eric W. Kaler
President


Sunday, January 22, 2012

 
Going to Market Part II

On December 8, 2011 the provost and the business school dean presented to the six Regents who serve on the Educational Planning & Policy Committee the proposal of the administration to impose a tuition surcharge on the undergraduate students in the business school.  By the end of a three year phase-in period the business students would be paying a "differential tuition" that would be $2,000 more per year than the other undergraduate students on the Twin Cities campus.  The tuition surcharge would generate $4.9 million for the business school.  See p. 16 of the December 8, 2011 report of the Committee.
The senior administrators told the Regents that the increases in tuition over the past five years have not offset the decline in state funding and increases in operating costs.  They informed the Regents that allocations of state appropriations have fallen from approximately $14 million in fiscal year 2007 to $4 million in fiscal year 2012 and are now less than 4% of the business school budget.
1.  Allocation of state appropriations.
The state legislature does not determine the amount of state appropriations that the business school receives each year.  The legislature provides a lump sum grant of hundreds of millions of dollars in state appropriations for the general fund of the University (the Operations & Maintenance fund).  The senior administrators and the Regents are the persons responsible for determining the amount of state appropriations to allocate to the business school (and to all the other units of the University).
In fiscal year 2007 the University received $556 million in state appropriations for its general fund.  The administration allocated $13 million (2.3%) to the business school.  See p. 69 and p. 71 of the June 27, 2007 report of the Board of Regents.
For fiscal year 2012 the University received $484 million in state appropriations for its general fund.  The administration allocated $3.3 million (0.7%) to the business school.  (By comparison, in fiscal year 2012 the administration allocated $6.9 million in state appropriations to the athletic department.)  See p. 103 of the September 9, 2011 report of the Board of Regents and pp. 80-81 of the June 10, 2011 report of the Board of Regents.
The administration made the decision to reduce the allocation of state appropriations to the business school.  Now it seeks to impose a greater financial burden on undergraduate business students (and their parents) in the form of "differential tuition."
2.  Tuition
Is it accurate for the administration to assert that the increases in tuition over the past five years have not been sufficient to offset its $10 million reduction in the allocation of state appropriations to the business school and the increases in operating costs?  Let us examine the actual numbers (that the senior administrators failed to provide to the Regents).
In fiscal year 2007 the business school collected $54.9 million in tuition, fees, and executive education tuition.  See p. 29 of the 2007 annual report of the business school.
In fiscal year 2011 the business school collected $68.7 million in tuition and fees and an additional $3.3 million in executive education tuition (now reported separately).  See the Financial Report section of the 2011 annual report.
Then there are the additional sources of revenue--endowment earnings and gifts--that the senior administrators also failed to disclose to the Regents.  (The business school has its own endowment fund that increased in value from $117 million at the end of fiscal year 2008 to $137.5 million at the end of fiscal year 2010.  See the final line of Facts & Figures of the business school.)   In fiscal year 2007 the business school received $8.3 million in endowments earnings and gifts.  See p. 29 of the 2007 annual report.  In fiscal year 2011 the business school received $10.5 million in endowment earnings and gifts.  See the Financial Report section of the 2011 annual report.
On the issue of accuracy consider that the senior administrators told the Regents that the number of faculty had remained "static" over the past eight years from 104 in fiscal year 2004 to 104 in fiscal year 2011.  (The administration advances the need to hire additional faculty as the primary justification for a tuition surcharge.)  Yet the number of faculty increased from 104 in fiscal year 2010 to 111 in fiscal year 2011 without any tuition surcharge (as reported by the business school itself).  See the Statistics section of the 2011 annual report.
The senior administrators present to the Regents the facts that support the proposals of the administration.  The Regents are part-time volunteers.  They do not conduct their own research on the facts and then make independent assessments.  So the outcome is preordained.  Virtually every major proposal of the administration is approved by the Regents, usually by unanimous vote.
3.  A Financial Barrier
Shortly after taking office President Kaler made a pledge:
I will push back on anything that begins to put a financial barrier in front of qualified students.
See p. 8 of the Fall 2011 issue of Reach, the magazine of the College of Liberal Arts, (emphasis added).

A reporter asked the president about his pledge in light of his support for the tuition surcharge on undergraduate business students.  He responded:
The combination of financial aid and the marketplace is consistent with the idea of not putting a barrier in front of qualified students.
See the January 16, 2012 report of the Star Tribune on Chasing U Funding.
An unspecified amount of the tuition surcharge would be used to provide scholarships to students in need according to the written materials that the senior administrators presented to the Regents on December 8, 2011.  Yet when a Regent asked the business school dean about this unspecified amount the dean responded that none of the $4.9 million surcharge would be used for scholarships.  The business school would instead rely on "private funds and other means" for scholarships.  See the December 9, 2011 report in the Star Tribune on U Regents hear pitch for Carlson tuition hike.
The undergraduate students in the business school should not hold their breaths waiting for a significant increase in scholarships.  The dollar amount of scholarships awarded by the business school has barely budged from $3 million in fiscal year 2007 to $3.3 million in fiscal year 2011 despite an increase in enrollment of more than 300 undergraduate students.  See p. 27 of the 2007 annual report and the Statistics section of the 2011 annual report.
The "marketplace" factor mentioned by the president is a reference to the fact that the average starting salary for a graduate with a B.S is over $48,000 according to the business school.  See the Facts & Figures of the business school.
If the business school provides a quality education, then the administration should have confidence that the students will support the school after graduation (and will be able to do so because the students will not have large student loans).  The administration should not have to resort to strong-arming the students (and their parents) with a tuition surcharge while the students are still in school.
There is a final point to make here regarding a tuition surcharge.  The senior administrators place an emphasis on the "significant private benefits" that the business students receive.  See p. 18 of the December 8, 2011 report of the Educational Planning & Policy Committee.  This emphasis serves to reinforce the perspective of some state legislators of a college education as merely vocational training.  Those legislators then have no hesitation in voting to slash state appropriations to the University in order to shift more and more of the cost of education to the students who receive "significant private benefits."
4.  A "Minor" Amendment
The current policy of the Board of Regents requires that on each campus of the University the same resident undergraduate tuition rate must be charged to all resident undergraduate students.  The administration is proposing what it describes as a "minor" amendment to the policy by adding this sentence:
A college specific tuition surcharge may be established as a supplement to the relevant undergraduate tuition rate.
See the final paragraph on p. 19 of the December 8, 2011 report of the Educational Planning & Policy Committee.
The scope of this "minor" amendment is without limit.  It could be used to impose a tuition surcharge on the undergraduate students in any of the colleges at the University.
Perhaps the "marketplace" factor would be used next to justify a tuition surcharge on the undergraduate students in the College of Science & Engineering or in the College of Biological Sciences.  (Some universities have already imposed "differential tuition" on undergraduate students in engineering.)  The graduates of these colleges probably have an average starting salary that is greater than that of the graduates of the College of Liberal Arts.
The administration asserts that it does not have any plans at the present to impose a tuition surcharge on any other undergraduate students.  But, as American philosopher George Santayana reminded us, "Those who cannot remember the past are condemned to repeat it."
During the past 10 years the administration has increased spending on operations by 50% to $3 billion per year.  The senior administrators have financed their billion dollar increase primarily through skyrocketing tuition that has more than offset the reduction in state appropriations.  See section 1 of $tate of the University--A Parent's Perspective.
The administration has declared that "tuition is the revenue stream with the highest potential for significant, long term growth."  See New Fiscal Reality No. 2 on p. 8 of the 2009 Report of the Future Financial Resources Task Force; see also, Recommendation No. 2 (Grow Tuition Revenue) at pp. 7, 51-52 of the 2011 report on Financing the Future.  The "minor" amendment that would allow the administration to impose a tuition surcharge on undergraduate students in any college at the University opens the floodgate to this "revenue stream."
The billion dollar increase in spending by the administration over the past 10 years compels it to now do everything it can to increase the "revenue stream" of tuition in order to maintain a $3 billion (and growing) annual budget.  As Professor Chris Cramer, chair of the Faculty Consultative Committee, recently observed:
The broader problem is that the vision should be that this is a university where the best courses are taught, but it is moving to teaching courses that instead make the most money.
See p. 6 of the December 22, 2011 report of the FCC (emphasis added.)
                              
Conclusion

In fiscal year 2012 the University received $484 million in state appropriations for its general fund.  The administration allocated $3.3 million (0.7%) to the business school.  The amount that the business school collects for tuition, fees, and executive education tuition increased from $54.9 million in fiscal year 2007 to $72 million in fiscal year 2011.  The amount that the business school receives from endowment earnings and gifts increased from $8.3 million in fiscal year 2007 to $10.5 million in fiscal year 2011.  If the business school truly needs additional funds to hire faculty, the administration should increase the minuscule percentage of state appropriations that it now allocates to the school--not impose an even greater financial burden on the undergraduate students and their parents.
                                                                                                                                        
 Related Posts





University Inc. Part II


Michael W. McNabb 

University of Minnesota B.A. 1971; J.D. 1974
University of Minnesota Alumni Association life member


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Friday, December 30, 2011


                                                        

Course Correction in Higher Education


                                                      
"To save the U, Bob Bruininks had to destroy it," declared Minnesota Monthly in its July 2011 report.  The administration prefers to refer to this destruction as Transforming the U.   
Here are some suggestions for a course correction.

1.  Scrap the "high tuition high financial aid" experiment and roll back tuition.

                                                       

This experiment is described in the July 2011 report in Minnesota Monthly aptly entitled The Man Who Slew the U.   In practice this model has been a financial disaster for students and their parents.

This method of financing undergraduate education works for students only if financial aid in the form of scholarships and grants keeps pace with the increases in tuition.  For most students this never happened.  Instead, students were forced to borrow more and more to pay the skyrocketing tuition.  See the October 14, 2011 report in the Star Tribune on Generation Debt.

The administration used part of the skyrocketing tuition for scholarships for students from lower income families.  This method of providing access to the University by shifting the financial burden to other students raised questions of fairness.  See the June 29, 2011 report in the Star Tribune on Tensions Rising Over Cost Disparities at U.
On December 8, 2011 chief financial officer Richard Pfutzenreuter informed the Finance & Operations Committee of the Board of Regents that his office has now developed a method to calculate the cost of instruction and to allocate the sources of revenue available to pay that cost.  The report of the Committee notes that "this type of analysis has not been presented to the Board of Regents in the past."  See  p. 4 of the report of the Committee.  So over the past 10 years the senior administrators and the Regents made a series of decisions that doubled undergraduate tuition without having such a basic analysis.
How does one determine whether increases in tuition are necessary and reasonable without knowing either the cost of instruction or the allocation of other revenues (such as state appropriations) to pay that cost?  The senior administrators and Regents who have done so are so far removed from the economic lives of most students and parents that they are oblivious to the hardship caused by skyrocketing tuition.
This ill-conceived experiment for financing undergraduate education should be abandoned before it creates an entire generation of indentured students.  Rolling back tuition is the most effective and efficient way to provide financial aid.  We need to once again make higher education affordable for all students.

2.  Reward quality teaching as much as quality research.

                                                                 

The current system rewards professsors for their research.  So enormous amounts of time and effort are dedicated to research that does little to advance knowledge.  See the December 4, 2011 commentary in The Chronicle of Higher Education on The Research Bust. Those professors who do produce valuable research are rewarded with fewer classes and with graduate students to teach the classes.

Professors who care about teaching should teach undergraduate students.  They should devote their time to improving their classroom instruction and to meeting with students.  Their pay and promotion should be based primarily on the quality of their teaching.
Those who care about research should be research fellows in a separate Institute of Research at the University.  Their pay and promotiion should be based primarily on the quality of their research.

The few who have both the skill and the time to excel at teaching and research should be paid a bonus.  They will have earned it.

3.  Roll back the costs of administration and restore the ideal of public service.



During the past 10 years the administration has increased spending on operations at the University by 50% to $3 billion per year.  This is due, in part, to the explosion in the costs of administration since 2005.  See section 3 in University Inc. Part II.  This explosion includes the extravagant compensation of senior administrators that now far excceds the compensation of their fellow public servants in state government who have similar qualifications and duties.  See On The Cost of Administration.

Skyrocketing tuition also provided a gusher of money to hire numerous additional administrators to report to the senior administrators.  We now have an administrative structure that is incomprehensible even to the insiders.  See Rube Goldberg Administration.  The "cost pools" used to support this structure have become financial black holes that drain tens of millions of dollars from the colleges at the University.  See Stop Using Students as ATMs.
There should be substantial reductions in the compensation of senior administrators and in the sheer number of administrators.  Those senior administrators who believe that they should continue to collect hundreds of thousands of dollars in compensation and benefits each year would be free to seek such compensation in the private sector or at other universities whose leaders fail to ask Questions of Value.  There are many qualified persons in our state who are still dedicated to public service.

4.  Give real authority to the faculty senate and eliminate most of the faculty committees.

                                                                    

At present the administration is able to simply ignore the faculty, as it did when it combined the positions of medical school dean and vice president of the academic health center and when it reorganized the graduate school.  See Faculty Governance is an Oxymoron  and An Offer She Can't Refuse.

Every major proposal of the administration should be subject to the approval of the faculty senate.  The administration should be able to submit major proposals to the Regents only if it is able to successfully make its case to the faculty.

At the same time most of the faculty committees should be eliminated.  The numerous committees produce much talk and little action.  Instead of spending time in committee meetings, the professors should devote the time to the instruction of their students.

5.  Repeal the Bayh-Doyle Act (the University & Small Business Patent Procedures Act).


This 1980 federal legislation enables universities to obtain patents for inventions even though though public funds are used for the research.  The mere prospect of profits has generated huge increases in the operating expenses and capital costs related to research.  (The U of M spends hundreds of millions of dollars on research each year.)  Federal grants cover only a part of those expenditures.  Only a few universities realize sufficient revenues to make a profit.  See  On The Hidden Cost of Research.

To make matters worse, the law of unintended consequences took effect.  The hopes of senior administrators for a huge financial payoff for their own institution promotes secrecy that blocks the free flow of information among scholars.  The quest for the advancement of knowledge has been submerged in the quest for profits.  See University Inc. The Corporate Corruption of Higher Education by Jennifer Washburn. 

As costs have mounted and federal grants for research have declined, the universities have looked more and more to corporate sponsors.  See the December 10, 2011 report in the Pioneer Press on U Open for Business Research.  This has produced a blurring of the priorities of non-profit institutions of higher education and the priorities of for profit corporate sponsors.  See The Markinson Files and Continuing Disgrace. The increasing reliance on corporate funds can also cause senior administrators to attempt to block the public presentation of research that might offend major corporate donors.  See The Troubled Waters of Big Ags Influence.

Research is an essential function of the University.  But it must be done in the right way for the right reasons with the right safeguards.

6.  Leave busines to business.

                                              
As the senior administrators at the U of M looked for ways to increase profits, they decided to transform UMore Park into a unique combination of a commercial gravel pit and a utopian residential community.  They told the Regents that this new business model would produce from $3 million to $10 million in revenues each year.  This projection turned out to wildly unrealistic.  See section 1 in University Inc. Part II.

The gravel pit will be located on land that has been used for agricultural research that has produced hundreds of millions of dollars for the economy of Minnesota.  It appears that the senior administrators and the Regents made the decision on UMore Park without consulting either the professors who were engaged in the research or any agricultural economists.  See Rethinking MoreU Park.

This is what can happen in the new corporate university when senior administrators and Regents go moonlighting and use public funds to start business ventures on the side.  It is easy for senior administrators and Regents to take enormous financial risks on such business ventures as they are not using their own money.

7.  Transfer the major revenue sports teams.


In fiscal year 2009 the University ranked No. 20 in the nation on expenditures on athletics at $70.3 million.  The color of the financing is red.  Each year the athletic department continues to receive multi-million dollar subsidies from the general fund of the University.  Meanwhile, the administration plans to continue to eliminate academic programs and to replace professors with part-time instructors.  See Expensive Icing.

In the 20th century intercollegiate athletics evolved from club teams to big business, especially in the major revenue sports of football and men's basketball.  There was a transition from a game in which a limited number of coaches with modest salaries instructed local students to an annual $70+ million financial enterprise at the University in which numerous coaches with lavish compensation engage in the national recruiting of young men merely for their athletic skills.

The result has been an endless series of embarrassments for the University:  the on court riot instigated by some members of the basketball team of Bill Musselman; the cash doled out by Luther Darville to certain football players of Lou Holtz; the group sex in Madison by some basketball players of Jim Dutcher; the academic fraud during the tenure of Clem Haskins; the 2007 conviction of a Gopher football player for criminal sexual conduct for ejaculating on the face of a young woman intoxicated to the point of being unconscious; the star basketball recruit who arrived on campus in 2009 with a felony assault charge for allegedly breaking facial bones of a young woman by punching her when she had the nerve to resist his attempt to pull down her pants; the dismal graduation rates for the football and men's basketball teams.
There is a solution that would permit the University to disentangle itself from the big business of major revenue sports while allowing those programs to continue.  The football and men's basketball teams should be organized as separate corporations.  The University would grant a license to those corporations to use the University name for the teams. 
The fee for the license would be a percentage of the revenues the corporations generate from ticket sales, broadcasting rights, advertising, etc.  The University would use part of the license fee income to support the non-revenue sports it decides to retain, such as track and swimming.  This is a solution that would enable the sports fans to continue to enjoy the games and enable the University to focus on its academic mission--the reason for its existence. 


Michael W. McNabb

University of Minnesota B.A. 1971; J.D. 1974
University of Minnesota Alumni Association life member


+

Thursday, December 8, 2011


Deck The Halls

[My friend and fellow alum, Michael McNabb, writes:]
 

Students from the U of M School of Music performed Deck The Halls in the atrium at the business school on November 23.  One can see the spirit generated by the performance in the faces of the business students who were present.  Now a tone deaf administration announces a plan that will crush that spirit by charging business students with "differential tuition."  Within three years the undergraduate business students will pay $2,000 more per year in tuition than other U of M undergraduate students.  See the December 1, 2011 report in the Star Tribune.

The administration asserts that it must increase tuition in order to hire more faculty due to increased enrollment.  Yet that increase in enrollment has produced a corresponding increase in the total amount of tuition paid by business students.

The Provost claims that state budget cuts prevented the administration from implementing a plan to hire more faculty.  The fact is that the senior administrators and the Regents are the persons responsible for determining the allocation of state appropriations to the business school.  In fiscal year 2012 the University will receive $484 million in state appropriations for its general fund.  Senior administrators (with the approval of the Regents) made the decision to allocate less than 1% of the state appropriations ($3.3 million) to the business school.  See Off Course in Higher Education.

"Differential tuition" can be justified only if the cost of instruction at the business school exceeds the amount of tuition paid by the students, state appropriations, and the corporate and individual contributions dedicated to that cost.  The real problem here is that the administration has not calculated the cost of instruction.  In the absence of an accurate calculation of that cost there is no rhyme or reason to imposing a greater financial burden on the students (and their parents).  See also Going To Market.                                                                     

 Postscript

"I will push back on anything that begins to put a financial barrier in front of qualified students."


President Eric Kaler at p. 8 of the Fall 2011 issue of Reach, the magazine of the College of Liberal Arts (emphasis added).

Kaler is recommending that the board change a regents policy to allow the tuition surcharge ["differential tuition"].  If it passes, it would make it easier for other U colleges to get similar approvals.


December 1, 2011 report in the Star Tribune.

---

Friday, December 2, 2011

 Thoreau: We have become the tools of our tools...


The Minnesota Daily Pulls Another Tooth -

 Technology Worship at the Dental School?



DentSims: to teach or to tout?

When the School of Dentistry brought 20 DentSims to the University, it characterized them as something that would revolutionize learning. But the lab is vacant 85 percent of the time, and some say the product doesn't match the publicity.

In 2008, leaders of the University of Minnesota’s School of Dentistry got what they were looking for — a clinic to put the institution at the forefront of dental education.

Part of the clinic featured DentSims, a virtual simulation tool that the University said could revolutionize the way dental students learn. The school was the first in the Big Ten to get them.

Each DentSim features a mannequin with an adjustable head, a lifelike mouth and a set of plastic teeth. An infrared camera tracks students’ work and displays it on a screen. A computer offers instant feedback on how students perform and provides a 3D representation of the tooth they’re operating on.

The University spent $1.5 million for 20 DentSims during a roughly $10 million renovation of Moos Tower’s fourth-floor clinic area. The DentSims cost $75,000 each and sit in the School of Dentistry’s Advanced Simulation Clinic, part of a larger simulation area.

Nearly four years later, the dummies sit unused about 85 percent of the school year, according to a Minnesota Daily records analysis. The lab is in use for an average of 8.4 hours a week.

But only half of that use is for classes, and they’re mostly introductory ones. Tours, cleaning and maintenance take up the other half of the lab’s schedule.

Judith Buchanan, interim dean of the University’s School of Dentistry, has been researching virtual reality teaching tools since the late 1990s.

Buchanan found students learn almost twice as fast with the technology, she told the Daily in 2006.

Former School of Dentistry Dean Patrick Lloyd celebrated the University’s new DentSim units when the lab opened in 2008.

“The equipment has made us re-evaluate the way we educate dental students,” Lloyd said in a statement from that year. “It’s dental education designed for students raised in the digital era.”

But nearly four years later, the machines sit largely unused. Faculty members and students say the lab is often empty when they walk by it.

Schedules from fall 2010 through fall 2011 show the clinic is unused about 85 percent of the time. The clinic is booked for an average of 8.4 hours a week.

“They sit there vacant most of the time,” said one clinical faculty member who asked to remain confidential for fear of risking his job.

The previously mentioned clinical faculty member called the machines an “administrative toy.”

“When they wanted to impress the president with the School of Dentistry, what did they show him?” he said. “They held his hand, they brought him into the computer simulation area and they turned on all the lights and bells and whistles. They let him play with it because you can do that.”

He said DentSims fool people who aren’t familiar with dentistry and the machine’s actual capabilities.

Many directly involved in using the clinic for courses, research or demonstrations declined to comment publicly about the lab or didn’t return multiple requests for comment.

Lloyd also declined to comment.

An upper-level dentistry student who asked for confidentiality because of a student leadership position came to the University because of the DentSims and other technological upgrades in the school that were touted at the time.

The student said it’s well-known within the school that the lab is rarely used and that there are problems with the technology.

“Everybody that’s there knows it,” the student said. “The students all know it, the faculty all know it and the administration thinks it’s the greatest thing since sliced bread.”

Dentistry second-years Nicole Haus, Salma Helal and Amy Ott said the clinic was plugged during their interviews at the School of Dentistry, but its use never really materialized.

“When we did our interview, that was huge,” Ott said. “They were like, ‘Oh, look at this, no other school has this.’”

The three agreed that their introductory class in the clinic wasn’t very useful and glossing over the material was easy. If she messed up drilling a tooth, Ott said she would just redo it.

“I wouldn’t do it the right way,” she said. “You can totally cheat the system for the class.”

In Pennsylvania, Maggio said she has used “superglue and gum” to hold parts of her older models together. But, like Buchanan and others, she stands behind the technology because of its educational potential.

The upper-level student disagreed.

“You have administrators who think that’s the new way of dentistry, and it doesn’t work.”










 

Wednesday, November 30, 2011

Student debt is sky-high


Minnesota has the fourth highest post-grad 
average student debt in the U.S.




Can't say it enough times....

Maybe the Kaler administration will rise to the challenge?

From the Daily:

A report recently released by the Project on Student Debt reflects the abysmal realities of Minnesota college graduates and the recent trend of Minnesota’s waning support for public higher education.
From the fourth highest average student debt upon graduation — an average of $29,058 — to the fifth highest percentage of students graduating with debt at 71 percent, Minnesota’s drift away from affordable higher education cannot be simply dismissed from public discourse. The access to post-secondary education should remain important.
With Sen. Larry Pogemiller, DFL-Minneapolis, becoming director of the Office of Higher Education, the public conversation needs to center on the fastest-growing type of personal debt in the country. Young Americans have the potential to pull us out of economic stagnation if we give them the chance.
Our society does not merely encourage but basically compels many young individuals to get a college degree, which invariably means taking on debt. We think that it is a bad idea for 18-year-olds to have credit cards, yet we pile on $30,000 of debt and dim job prospects onto hordes of 22-year-olds.
The average Minnesotan college-hopeful ought to understand that society is presenting a double-edged sword. Odds are students will spend years or decades paying down debt that they are told they must take on if they want a high-paying, fulfilling job.
No practical solutions have been proposed to this dilemma, and the general public doesn’t seem to care about students’ undeniable plights. Suffocating amounts of debt should not be the price for doing what society tells us we need to do to be successful.

My comment on the Daily site:

Some of us have been complaining about this situation at the U for many years.  For example see the latest post on The Periodic Table - Administrators vs. Students  - link: http://bit.ly/u2UMSe - and links therein.

We know the solution to the problem. It is called transparency about educational costs and unreimbursed costs of research. It also has to do with grandiose schemes to achieve world class greatness by the previous administration.

See: University of Inefficiency: http://bit.ly/qOvAfG

and my article in the Chronicle of Higher Education: World-Class Greatness at a Land-Grant University Near You: http://bit.ly/bN3sbD

The time for talk is over. President Kaler, let's start to take some steps to address our tuition nightmare.   

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Tuesday, November 29, 2011




University of Minnesota to Limit Transfers,

as Enrollment at Other State Colleges Swells



A funny thing happened on the way to more cooperation between the University of Minnesota and MNSCU...


A bid to shrink the ranks of transfer students to the University of Minnesota has opened a rift among the state's public higher-education institutions.

The Minnesota State Colleges and Universities System has sounded alarms over the U's plan to trim transfer student enrollment roughly 8 percent over the next couple of years. MnSCU supplies 45 percent of U transfers.


The U's plan is "troubling and disappointing," said Larry Litecky, interim vice chancellor for academic and student affairs at MnSCU. It goes against the state's commitment to improve access to four-year degrees for all residents, added Litecky, who noted that amid talk of closer cooperation between the U and MnSCU, he heard of the plan through the media.  

But U officials say the flak is unfair.



[They would.]

The U's plan doesn't mesh with the state's push to increase minority, low-income and first-generation student enrollment, said MnSCU's Litecky. The planned transfer limits come at a time when the system is graduating more students - and more of those under-represented students - than ever.

"In a lot of ways, this decision couldn't be timed any worse," Litecky said. "It's a time of record-high demand." 



 ______

It should be noted that the U of M is in the process of increasing the number of students admitted to the U, ramping up to a thousand more in the next few years.  An economic analysis would make clear why transfer students are more costly per head than first-years.  

But is a decision based on this fact desirable?  Is it in the best interests of the state to cut down on transfers to the U?

Seems to me that the U admin is engaged in a bit of the bait and switch game here.  They may pay for it at the legislature.

And, if President Kaler and Chancellor Rosenstone are such close personal friends, why is it that, as Litecky notes, MNSCU officials first learned of this in the newspaper?

As the higher ed pie stays static or even shrinks, a battle for resources seems inevitable. A 50/50 split may not be in the cards unless real cooperation occurs, not just talk. This lack of agreement between MNSCU and the U on an important issue is not a good way to start the much ballyhooed new age of cooperation.