Boots & Sabers

The blogging will continue until morale improves...

Tag: University of Wisconsin System

Mindset of a Regent

This little part of a story about the UW regents meeting about the proposed state budget was revealing.

UW-La Crosse Chancellor Joe Gow said he’s committed to avoiding layoffs, noting his employees were not responsible for the budget shortfall that prompted the cuts and shouldn’t lose jobs because of it. He said other cost-saving measures could include outsourcing campus maintenance and getting by with fewer janitors. But students will feel the cuts, he said.

“I don’t know how we do a 21st century higher education system with 1998 funding levels,” he said.

Let’s break this down into segments. First:

UW-La Crosse Chancellor Joe Gow said he’s committed to avoiding layoffs, noting his employees were not responsible for the budget shortfall that prompted the cuts and shouldn’t lose jobs because of it.

Notice that the priority is to protect the employees as if the primary function of the university is to provide jobs. It is not. Even the so-called “Wisconsin Idea” doesn’t mention job creation as a goal of the university system. Yet, Chancellor Gow’s first priority is not to protect student services, education, research, etc., it is to protect the employees from being impacted by the budget.

Second:

He said other cost-saving measures could include outsourcing campus maintenance and getting by with fewer janitors.

Notice how when Gow talks about “employees,” he doesn’t apparently mean maintenance or janitorial staff. Who is included in Gow’s definition of “employees” who are worthy of such rigid protection? He doesn’t elaborate, but we know that maintenance staff aren’t in that protected class.

Third:

But students will feel the cuts, he said.

And the inevitable threat. So while Gow is hellbent on protecting employees, he is promising that students will be impacted. Apparently he is no capable of managing a 2.5% system funding cut without negatively impacting the core mission of the university – educating kids.

Fourth:

“I don’t know how we do a 21st century higher education system with 1998 funding levels,” he said.

While I don’t automatically accept, as fact, the 1998 comparison, notice the assumption that spending MUST increase. In an era when technology is enabling incredible efficiencies in the service delivery, the university is apparently immune from those forces. Perhaps if 21st century higher education leveraged 21st century tools effectively, they could deliver the same or better service with 1988 funding levels.

Unfortunately, Gow’s mindset reveals a remarkable amount of rigidity and a lack of innovation that does not lend itself well to the active management of a complex budget. More unfortunately, I don’t believe that Gow’s mindset is unique on the Board of Regents.

 

Funding UW

My column for the West Bend Daily News is online. Here you go:

“The Legislature finds it in the public interest to provide a system of higher education which enables students of all ages, backgrounds and levels of income to participate in the search for knowledge and individual development; which stresses undergraduate teaching as its main priority … .”

That is how chapter 36 of Wisconsin’s state statutes begins in establishing the University of Wisconsin System. The relationship between the state and UW is clear. The state founded and financed UW primarily for the purpose of educating Wisconsin’s kids. UW has many subordinate missions and is a major engine for economic development in the state, but its primary purpose is, and has always been, to provide an affordable higher education for Wisconsin’s kids.

The statute does not, however, say how much the state taxpayers should spend on UW. That is a question that is answered every budget cycle.

Many taxpayers have become frustrated with UW because its spending priorities appear to be out of alignment with its primary mission. Before Gov. Scott Walker imposed a freeze, tuition had been rising much faster than inflation.

Meanwhile, professors are regularly replaced in the classroom with graduate students or adjunct staff, students are required to pay for seemingly useless courses and the money seems to be spent on just about everything except improving education for a reasonable cost. Taxpayers rightfully wonder why they must keep spending more of their tax dollars on a system that is becoming increasingly unaffordable while skimping on actual education.

This debate over the appropriate level of taxpayer funding for UW is the backdrop for Walker’s recent proposal to substantially cut that funding.

Walker’s proposal is to cut UW taxpayer funding by $300 million, or about 13 percent, in the next budget. Walker would also continue to impose the tuition freeze for the next two years. In exchange, the state would convert the UW system into a public authority, which would give UW much more autonomy, and fund UW with a block grant that would be indexed to inflation.

All things considered, Walker’s full proposal should not be passed into law.

In the short term, Walker’s proposal to cut funding and maintain the tuition freeze is a good idea. The $300 million is not chump change, but it is only 5 percent of UW’s budget.

Given how many Wisconsin families and businesses have had to trim back at least 5 percent of their budgets, it is not too much to ask for UW to do the same. Also, the continuation of the tuition freeze is good for Wisconsin families and helps to keep higher education more affordable.

The problem with Walker’s plan is in the long term. Making UW a public authority would make it much less accountable to the taxpayers.

The Legislature would no longer have the authority over most of UW’s decisions — including setting tuition. That would mean that UW’s unelected regents would have almost complete autonomy in spending over a billion dollars of state tax dollars every year — not to mention over the massive amount of state land and resources that UW possesses. The immediate threat would be a massive tuition hike in three years, but that could be just the start for an autonomous system spending taxpayer money.

It is in the taxpayer funding that the second major flaw lies. Walker is proposing to fund UW with a block grant that would be indexed to inflation. In other words, it would be a fixed pile of spending that goes up every budget over without the legislature having the power to change it. It would set the funding for UW outside of the normal budget debates as an entitlement that forever increases.

The two provisions combined would mean a virtually independent, unelected, organization would get to spend billions of taxpayer dollars without the taxpayers having input into the level of taxpayer funding, or the management of that funding, through their elected representatives.

That is not an idea that is good for the taxpayers of Wisconsin.

The Legislature should pass the first half of Walker’s proposal and toss out the second half. They should cut spending and maintain the tuition freeze, but maintain legislative control of UW and their funding.

Yes, it will mean that elected officials will have to continue debate the relationship between UW and the citizens of Wisconsin and, yes, it will mean that tough choices will have to be made. That is what we elect them to do.

(Owen Robinson is a West Bend resident. His column runs Tuesdays in the Daily News.)

Walker Proposed $400 Million Cut to UW System

In exchange for more autonomy for the university system.

As part of the UW plan, Walker would turn the system into a public authority. Walker will call in his budget for another two-year freeze on tuition for undergraduates who hail from Wisconsin. After that, the system will have the authority to increase tuition on its own.

UW President Ray Cross said the cuts are “substantial.” Still, he said the public authority status, similar to the relationship UW Hospital has with the state, would give the system the ability to manage on its own things like procurement and some building projects.

“These flexibilities will allow us to manage pricing in a way that reflects the market and actual costs,” Cross said. “The flexibilities also ensure our continued commitment to affordability, accessibility and quality educational experiences for our students and Wisconsin families.”

We have had this ongoing debate in Wisconsin about the relationship between the taxpayers and the university system. There is no question that the state university is a tremendous value for the state both in terms of educating the population and economic development. It is a critical piece of Wisconsin’s puzzle.

The taxpayers get frustrated when they see tuition rising sharply for their kids while they see the universities spending money on things seemingly unrelated to education. The taxpayers rightfully wonder why they are spending so much of the state’s resources on the universities if they are not using that money to fulfill a primary function of the system – to educate the kids of Wisconsin.

On the other side, the university wants more independence to make decisions without the oversight of the taxpayers. They argue that the university has many missions, including education, that they can better fulfill without state management.

Walker’s proposal seeks to meet some of both demands. It would give the university system more of the independence it wants while reducing the exposure of the taxpayers for those decisions.

One thing I don’t like about the plan is that it turns the funding for the university into a block grant that is indexed to inflation. This makes the funding more automatic to give certainty to the university officials, but it also makes the funding much more inaccessible to the legislature to change. One thing we don’t need in Wisconsin is another huge part of the state budget that is set aside to automatically increase without the active control of the legislature.

We will have to see more details of the plan as it unfolds. How much independence are we talking about? How will the cuts be spread out? We’ll have to see.

 

 

UW’s Tin Ear

John Torinus has an excellent column regarding the organization of the UW System. Read the whole thing.

Credit UW – Madison for also having a tin ear.

Economic development in Wisconsin is largely happening at the regional level. The regions are smart enough to know that it is engineers who are the fulcrum for business expansions, innovations and startups in their parts of the state. They know those three ingredients are the basis for new jobs, better wages and prosperity. The state could use a lot more engineers.

So why doesn’t Chancellor Blank listen to the leaders in those regions? The University was founded on the bedrock of the Wisconsin Idea, which says that the boundaries of the university (including the flagship campus) are the boundaries of the state.

We Badgers all love our world-class University of Wisconsin – Madison and what it does for the world. But it needs to be global-local. It needs do break-through research, turn out national leaders, but also tend to the needs of the state. It needs to multi-task. It should assist rather than thwart the engineering consortium, which will inevitably become a source of transfers and graduate engineering students for the high-end Madison campus.

Regents, take note: a lot of good students can’t get into Madison out of high school. A lot of them can’t afford to go UW – Madison; they need to live at home and start their college careers locally. They are place-bound for one reason or another.

Part of the erosion of the Wisconsin Idea is structural; part is cultural; part is financial.

Archives

Categories

Pin It on Pinterest