Bucking the Status Quo in the Aftermath of the Pandemic

As students delay or reconsider attending college, academic departments must reinvent themselves. Universities have no other option but to explore immediate remedies. In 2021, the future of higher education looks bleak, with mounting student debt and lower enrollments exacerbated by economic shortfalls due COVID-19. That dreary outlook will prevail for years come if institutions insist on business as usual. What, precisely, is that business? Ballooning administrative costs. Federal financial data show universities spending less instruction—down 0.7 percent between 2016 2018—and more administration, up 1.4 percent. Presidential salary remains problematic, rising average 6 percent, year after year. The American Council Trustees Alumni Institute Effective Governance (2017) warn costs administration signals “misplaced priorities” undermining missions. A report in New Republic notes how status quo fixes fail, especially dependence tuition—in wake “massive liabilities, vacant dormitories, stadiums, surgery wards collect not income dust” (Taylor 2020). Term rather than tenure-track hires. 2019, Wall Street Journal reported added half a million administrators 1987 2012, doubling numbers relative faculty, noted bloat resulted from federally subsidized tuition, siphoning funds dedicated primary functions colleges (Hamburger 2019). result, those hired fewer full-time professors, replacing them nontenured adjuncts earning “paltry wages.” Association University Professors (2018) states 73 faculties across are contingent, “known adjuncts, postdocs, TAs, non-tenure-track clinical part-timers, lecturers, instructors, non-senate faculty.” Because lack tenure protection, shared governance has eroded, tilting balance power who habitually safeguard quo. Curricular glut. professoriate also plays role increasing adjuncts. Although senates, councils, unions often bemoan low pay term continuing professors grow curricula without regard cost, proposing marginal subjects courses associated arcane, duplicative subjects. Any new social pop-cultural concern candidate course, tangentially related professor's research. Worse, promotion guidelines typically reward course creation. With tenured teach many six classes per semester. creep at heart tuition increases, budget shortfalls, legislative distrust. It factor debt, struggle comprehend maze required leading commencement. Excessive amenities. 2015, Senator Elizabeth Warren bemoaned luxury amenities, climbing walls lazy rivers, all which undermine her goal debt-free college attendance. had point. Often residential living fees, responsible debt. Moreover, according Atlantic, United States ranks number one world housing, meals, health care, transportation, otherwise known “ancillary services,” averaging about $3,370 student—“more three times developed world” (Ripley 2018). decade ago, these amenities were recruit relied availability loans thinking ensuing 2013, Brookings Institution was among first luxurious perks may enhance well-being do little increase potential graduation. Failed models. past, provosts administered titular heads professoriate. Then they got dual title executive vice president delegated fiscal decisions deans tenets responsibility-centered management. Here's decentralized model works. Budgets pegged revenue generated credit hours. puts competition another, duplicating efforts thus creating battle duplication abounds, catalogs expanding each this model, you can budgets long fees keep because passed registered students. longer institution, better budget, explaining why so few graduate four years. Abysmal four-year graduation rates. Many families hurting financially pandemic. Others experienced job loss while caring loved ones contracted virus disabled special needs. an additional effect declining enrollments. sum, cannot squirrel away their children's postsecondary education. 2020 study 10,839 found 56 255 say afford (OneClass Consider viewpoint light lagging Data 60.4 rate two-year 31.6 rate. mere 41 bachelor's degrees within Students miss benchmark liable drop out massive degree it. Misguided alumni/donor relations. Foundation officers support staff department, university levels focus two goals: large gifts worth time investment pledges first-time donors. They overlook minimize third donor relations: retention. Studies modest attention retention brings extraordinary results. This oversight indicative much it takes existing givers granted. We can't take anyone granted anymore, particularly Their absence campuses during pandemic stark reminder our mission. Every remedy consider welfare future. Here some recommendations. Critique your strategic plan. failed. Assess did. COVID-19 unanticipated, excuse maintain There always be unforeseen crises, including Title IX judgments, class action lawsuits, malfeasance, racial unrest, campus crime, compliance violations, weather-related disasters, operational risks (especially ransomware attacks). How affect constituents? For instance, did plan adequately foresee IT technology needs pandemic, faculty students? Is ready confront any realities? Tens thousands expected altogether pandemic-related issues, impact anticipated last What preventive measures place navigate now need updating hindsight? public information communicate risk manage reputation before, during, crisis? best based adaptability, aspiration. Conduct audit. Review determine performed designed spur pursuit hours, really fiscally challenged climate enrollments? Or there flexible alternative adjusts changing circumstances? used standard decades ago when worked leaders cover Put cap whether require defunding. allocations freeze cut leadership salaries, athletic directors. Department chairs, deans, foundation relations, effort retaining developing accounts. Create department advisory using alumni assessment efforts, important unit institution accreditation. Call donors provide internships retain prepare life Promote advising efforts. Instructors classes. means grading. Administrators tempted eliminate positions. propose advancing interests. Instead, use advise community Advising indispensable incoming graduating transition into institution. One-on-one advising, even via Zoom WebEx, keeps track toward methods enhanced diverse body. Increase service faculty. Adjuncts only poorly paid frequently voice departments. teach, too institutional value ends there. Rather positions enrollment, tap resource committee assignments given professors. Junior usually complain detracts research needed tenure. Associate particular overburdened service, impediment advancement. help alleviate burden empowered process. Prioritize Allow reduced loads tenure-eligible Again, budgetary temptation redistribute set scholarship benchmarks, grant acquisition extensive institutions. Research core component recruitment. Graduate vie work distinguished National awards, grants, academy membership key indicators inclusion Universities. Streamline curricula. should senates councils review requirements majors, eliminating sequences, tracks, emphases never appear degree. silos created since retired, still remain books. Remove prerequisites possible necessitate qualify another skill gained. impedes progress delays see advances innovation prepares advanced study. If not, revise delete Streamlining simplifies increases retention, improves Require every first-year advisers devise specific courses. These recommendations buck quo—firing furloughing redistributing workload aspirational nimble plans, maintaining failed models, ignoring curricular creep, raising supporting undervaluing neglecting alumni. prototype reinvented values everyone, learning affordability. demonstrated here, usual practices domino effect, indirectly aggravating another. aforementioned strategies aligned opposite empowering next. Institutions adopt emerge wherewithal meet challenge crisis. direct ­beneficiaries. Michael Bugeja professor liberal arts sciences Iowa State University. views his own. Email: [email protected]