You
might think that this would be an uncontroversial enough stance, and that
disagreement, where it arose, would surround the manner in which college was
made available to all qualified students.
But
you would be wrong. The commentators who
leapt to attack Lee’s stance used primarily two different approaches. One group deliberately misread Lee, claiming
that she was saying that everyone has to
go to college, or that somehow you’re only worthy if you went to college. This is a favourite line of Republican party
politicians—usually those who deliver the line have a BA, an MBA, and sometimes
a JD—who claim that Democrats are “elitist” for saying that college should be
an option for everyone with the qualifications and desire to attend.
It’s
a tired, cynical, and mean-spirited argument, made by people who work
assiduously to keep the poor poor and the gap between classes in the United
States as wide as possible.
The
other argument, although it was one that I’d heard many times before, made me
think about the governance of public institutions of higher education—an the
University of California in particular—in a way that I hadn’t before.
One
version of this argument that I saw went something like this, “Berkeley’s
chancellor has a mansion in the Oakland hills [he actually gets the upper
storey of a house on campus] and there are too many administrators, so”, and
here’s where the logic gets a little sketchy, “college isn’t for everyone and
we shouldn’t be paying for it!”
What
I found interesting was not the argument—if I can be charitable enough to refer
to it as such—but rather the way that it made me think about this common
critique of the University of California as an institution weighted down at the
top by too many administrators.
My
general reaction had been something along the lines of the confused
commentator, although I drew somewhat different conclusions. I thought that the growth of the
administrative caste was not just generally an unfortunate thing, but that it
had contributed to the mistrust with which Californians today view their
University, leading them to grow more selfish about their tax dollars and less
willing to commit them to the education of future generations because they have
the convenient excuse that too many of those dollars would be wasted on bureaucrats.
But
when I thought about this again today—and I doubt that this is a novel thought,
so if anyone knows of anything properly-researched or better-thought-out on the
issue, please let me know!—I realized that many of us might have the
chronological and causal relationship backwards. It’s no great insight, but it’s at least worth
thinking about.
Proving
this would require firm historical data about the timing and pace of the rise
in the number of upper level administrators as measurable against other
factors.
But
Californians began the drawn out process of privatizing UC when Ronald Reagan
introduced tuition in the 1970s. It
continued apace, quickening both during the ‘90s, but then most dramatically
during the 2000s, worsening around the time of the recession.
My
sense is that the growth in the number of upper-level administrators has been
greatest and most egregious in the past ten years, particularly since
2008/9. This timing suggests to me that
this growth was a reaction to, rather than a cause of, Californians’ mistrust
and divestment.
In
other words, UC had been facing disinvestment by the state for decades, and
that disinvestment was getting steadily worse.
Administrators and Regents, instead of staunchly defending the public
nature of their institution and drawing a line in the sand, embraced the move
to privatization, seen by many, particularly amongst the corporate-minded
Regents as an opportunity.
Anticipating
the absence of reinvestment by California in UC—an absence not helped by the
favour with which they looked upon the prospect of privatization—they began to
make changes. As they began the task of
re-organizing the University, its administration, and its cash-flow and
–sourcing along drastically new, private lines, they had to build a new
bureaucracy, staffed with greater numbers of new kinds of administrators.
From
the outside, UC is still viewed as a public institution, and therefore this new
caste of administrator is seen as wasteful and unnecessary. But because the institution is being
privatized from the inside because of external factors—voters, politicians, the
gridlocked state of governance in California—the growth of this bureaucracy is
in some respects understandable.
If
your ambition is to prepare Berkeley to be a private institution capable of
competing with the Ivy League institutions of the U.S., you need the
infrastructure in place to pull that off.
And that infrastructure is not going to be geared towards the
public-minded education of tens of thousands of Californians, but rather
towards building a brand, building a private mode of financing the university,
and building new networks to manage the relationships of a private institution
with its partners in government, in the corporate world, and the ballooning
higher education industry which is increasingly not about students and public
service.
And
because these administrators are working towards such different goals than
their critics and their state-wide audience, then you get the cyclical effect.
Osbscene salaries, bonuses, a swollen cadre of bureaucrats and other
outward manifestations of privatization—which most Californians are thankfully
still unwilling to countenance outright—offend the public’s sensibilities,
leading the public to countenance further disinvestment, which of course leads
to a quickening of the privatization process.
So
those of us interested in understanding and critiquing the privatization of UC
and other public institutions should account for this different chronology—if in
fact it works. It was not the growth of
an administrative elite that led to divestment by the public. Rather, divestment by the public pushed the
Regents and many administrators to re-tool UC for life as a private institution
without state support, and one outcome of that reorganization is a growing
caste of administrators whose existence and actions only make sense if we
consider that they are there not to defend the public institutions we treasure,
but instead to lay the groundwork for the privatization of those institutions,
a process which will reduce the accessibility, affordability, and
civic-mindedness of the University of California.