Release of the numbers last month, amplified by an attention-getting analysis authored by retired UC Berkeley Vice Chancellor John Cummins and graduate student Kirsten Hextrum, has sent shock waves around the campus. The department of athletics and its friends are playing full-court damage control.
Sandy Barbour, Berkeley’s director of athletics, acknowledged the problem and promises to turn things around. Early indicators of academic progress in the past year are encouraging, she says, “But, we need to do better.”
A year ago she fired football coach Jeff Tedford, in part, say her friends, because he failed to do enough to help his players succeed academically. In the sports world, the explanation was simpler: Tedford’s three losing seasons. Barbour told me it was some of both: “downward trends” both on the field and in the classroom.
But in the eyes of some Berkeley professors and administrators – and for many beyond the campus – the attention given the new numbers about athletes’ graduation rates seems to raise the specter of older and more fundamental issues.
John Cummins and Kirsten Hextrum (PDF):
This white paper is based on a larger project being conducted with the Regional Oral History Office at the Bancroft Library. The purpose of the research is to explore the history of the management of Intercollegiate Athletics at UC Berkeley from the 1960s to the present. The project began in 2009 and will include, when completed, approximately 70 oral history interviews of individuals who played key roles in the management of intercollegiate athletics over that period of time – Chancellors, Athletic Directors, senior administrators, Faculty Athletic Representatives, other key faculty members, directors of the Recreational Sports Program, alumni/donors, administrators in the Athletic Study Center and others. The interviews are conducted by John Cummins, Associate Chancellor – Chief of Staff, Emeritus who worked under Chancellors Heyman, Tien, Berdahl and Birgeneau from 1984 – 2008. Intercollegiate Athletics reported to him from 2004 – 2006. A publication of the results is underway and will be co- authored by Cummins and Kirsten Hextrum, a PhD student in the Graduate School of Education, a member and two-time national champion of Cal Women’s Crew from 2003 – 2007, and a tutor/adviser in the Athletic Study Center since 2009. This paper addresses administrative and management issues that typically concern those responsible for the conduct of a Division I-A intercollegiate athletics program. It assumes that such a program will continue for many years to come and that it provides important benefits for the Cal community. Its focus is principally with the market driven, multi-billion dollar phenomenon of the big-time sports of Men’s football and basketball, their development over time and their intersection with the academic world. The Olympic or non-revenue sports at UC Berkeley more closely resemble the amateur intercollegiate ideal with high graduation rates and successful programs. Even these sports programs, however, are gradually being pulled into the more highly commercialized model.
In the spring of 1999, a Professor in Ethnic Studies provided passing grades to two football players who did little or no work for his course. The NCAA cited Cal for academic fraud and a lack of institutional control, and placed the department on probation for five years. These kinds of incidents exact an emotional toll on the AD and the senior administration. They are a major embarrassment for the campus and remain so. In the NCAA’s own accounting of schools by major violations in its history, Cal, along with a few other schools including UCLA, with 7, ranks just behind Oklahoma (8) and Arizona State and Southern Methodist University (9). Stanford has none. Future work by these authors will investigate the nature of these violations, the culture that led to them and suggest efforts to mitigate further infractions. This paper primarily addresses the academic issues.
…..
Kasser did complete the Haas Pavilion during his watch despite the conflicts and difficulties associated with it, unquestionably a major accomplishment. He made great strides in addressing the inequities between the Men’s and Women’s programs. He upgraded the coaching in some of the Olympic Sports and his appointment of Ben Braun as the Men’s Basketball coach, who brought an inclusive, team oriented approach to management boosted the morale of the department. Kasser valued the Rec Sports program as part of the merged department and was an excellent public ambassador for Cal.
…..
The graduation rate for UC Berkeley’s revenue generating teams are the lowest in the department. Men’s basketball went four years with none of their scholarship student athletes graduating. This brought down their average to a 58% graduation rate over this eight year period. Football also has sub-par graduation rates. Over the past eight years, football graduation rates have ranged from a high of 72% to a low of 31%. Football has the lowest average team graduation rate with only 50% of their scholarship athletes graduating. The numbers are even more grim when broken down by race. In particular, the black scholarship football players, many of whom are special admits, have gone from a high of 80% to a low of 18%. The NCAA also tracks graduation rates by compiling four-year averages to even-out any anomalies. In this data set, the black graduation rates range from a high of 63% to a low of 30%. Three of the seven four-year averages mark the black graduation rate in the 30s.
…..
With a new Chancellor, a new football coach, a new stadium and high performance center, a larger and more monied conference, the present surely marks a transitional period for intercollegiate athletics at UC Berkeley. These changes all signal Cal’s continued escalation as a Big-Time sports program, and the difficult dilemmas campus administrators face. To fund an intercollegiate program of this magnitude they cannot alienate a substantial donor base. The recent blowback after the elimination, and subsequent reinstatement of five varsity sports, makes the possibility of cutting sports again as a cost saving measure extremely remote for years to come. Further, the athletic deficit places enormous pressures to win. This increases the temptation to gain an extra edge on the competition whether through newer facilities, higher-paid coaches, or longer practices. All this must be achieved on the backs of student athletes who are enrolled in a full-time course load at one of the most prestigious academic universities in the world. Rather than resolving the dilemma of how to maintain a nearly $70 million per year athletic enterprise while still providing a world-class education for the participants, campus administrators continue to muddle through.