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.