Universities as Commercial Enterprise, an Ongoing Case Study

Dave Brockington:

This essay on the current experience at the University of Michigan published on Inside Higher Ed, made the rounds last week. Titled “Corporate Values”, it includes several quotes that speak directly to my ten year experience at my current institution. To wit:

America’s public research universities face a challenging economic environment characterized by rising operating costs and dwindling state resources. In response, institutions across the country have looked toward the corporate sector for cost-cutting models. The hope is that implementing these “real-world” strategies will centralize redundant tasks (allowing some to be eliminated), stimulate greater efficiency, and ensure long-term fiscal solvency.

As I’ve argued in the past, the experience in Britain serves as both a model and a warning to my colleagues in the United States. Decisions are taken purely on a revenue-stream criterion. If eliminating one undergraduate program will allow resources to be shifted to another, thus resulting in a marginally enhanced revenue stream on a per-student basis, then such a move has appeal. Those of us providing the “content” are treated as interchangeable parts, have superficial input in decision making (which is typically window dressing as one of many “stakeholders” in the institution, designed to assuage concerns of consultation). Management decisions are conducted with no transparency, and handed down as edicts. There’s no entertainment of feedback, let alone constructive criticism. Again this resonates: