"In
clearing out an office with six decades of materials—grade books,
journal articles, papers given at scholarly meetings, books, etc.—I
discovered evidence showing how much colleges have changed over time,
and one reason they have become so expensive. Administrative staff have
exploded in size relative to the growth in the number of students, or
faculty. From some limited evidence from other schools (I taught as a
visiting professor at three other institutions and lectured at many
more), I suspect my Ohio University (OU) experience is very similar to
what has happened elsewhere.
Enrollment expanded somewhat since the mid-1960s at OU, as did
research activity, perhaps justifying a 50 percent increase or even
doubling in administrative staff. In 1965, Ohio University had one person
whose job was to raise money from private donations, and he also served
as the school’s lobbyist at the state capital. Today, I count over 70
persons in OU’s “Advancement” operation, with still others in other
areas involved in lobbying or as private contractors. Perusal of OU’s
historic archrival, Miami of Ohio’s website, suggests a similarly sized
operation.
In 1965, no OU administrator had a “chief of staff” because
administrators rarely had more than one or two assistants. Now they are
everywhere. OU did not even have a provost in 1965 (one “academic vice
president”), but today’s provost has not only a chief of staff, but
eight “associate” or “vice” provosts, plus an “executive assistant,” a
“director of operations,” and other positions unheard of two generations
ago.
In 1965, OU’s College of Business had four persons in the central
office—a dean, associate dean (for academic matters and budgets), an
assistant dean (student affairs), and one secretary/administrative
assistant. Today, it has perhaps double or maybe triple the number of
students, but has 56 (!!) staff with the word “director” as part of
their job description, some teaching as well.
My OU experience is duplicated across the land. When I checked a few
years ago, there were about 2,000 working in the central office of the
University of California, as opposed to at one of the 10 or so campuses
where students actually learn. No doubt each of those teaching campuses
had its own smaller administrative army as well.
Probably the two most harmful areas where excessive administration
has proved not only costly but damaging to a vibrant, diverse learning
community are student affairs and what morphed, from literally nothing,
to “affirmative action” then to “diversity, equity, and inclusion.”
These administrators have proven not only costly but often destructive. I
once disrupted a disciplinary proceeding against a student who, on his
personal website, defended traditional male-female marriages and
condemned formal gay unions. A hyper woke administrator wanted to
discipline the student who had the audacity to hold such views contrary
to the Woke campus consensus (I raised such a big stink, including
threatening to seek the intervention of FIRE,
that the university backed down). And I attended another disciplinary
hearing against a conservative professor led by a gung-ho DEI
administrator that made the Spanish Inquisition look tame by comparison,
devoid of even a semblance of fairness and due process.
Borrowing from Proust, enough remembrances of times past. What can be done now to reduce costs and misdirection arising from administrative overreach?
In a competitive corporate environment, markets correct for costly
mistakes and bloated costs. Profits fall, corporate raiders come, and to
survive, companies must make uncomfortable but productive changes. But
government subsidies and private philanthropy usually shield
universities from having to change their costly ways. However, growing
public discontent with academia may be leading to reductions in both
private and taxpayer support, and those lower subsidies and falling
tuition revenues likely will lead to more university closings and, with
that, belated collegiate realization that serious cost reductions are
necessary, including slashing massive athletic subsidies, increasing
teaching loads, offering new types of degrees (three year bachelor’s?),
and, most importantly, slashing administrative personnel that neither
teach nor do research.
The forthcoming collegiate closings drama reminds me of 19th
century’s Herbert Spencer’s “survival of the fittest” interpretation of
Charles Darwin’s theories of biology, and also 20th century’s Joseph
Schumpeter’s concept of “creative destruction,” demonstrating how the
real threat of failure forces needed innovation among businesses trying
to survive pressures in competitive marketplaces.
As I have elaborated at book length elsewhere (Let Colleges Fail: The Power of Creative Destruction in Higher Education),
as the threat of actual closure intensifies, colleges will be forced to
do the heretofore unthinkable, reducing non-essential staff (primarily
administrators, but also nonproductive professors, perhaps weakening
tenure protection). They might also have to use their buildings
intensively 12 months annually, like the private sector does, with
professors teaching more and writing fewer articles that no one reads
for the Journal of Last Resort. Maybe colleges will sell their
non-academic businesses like dormitories, food, and semi-professional
sport operations, putting proceeds into endowments dedicated to lowering
the excessive sticker price of attending college. Make universities
genuine learning communities again.
University enrollments are lower today than in 2010, and school
closings are likely to rise meaningfully. The timing and extent of this
phenomenon are uncertain, but the probability of it happening is rising.
Two external factors are important as well: the decline in American
fertility in this century is leading to smaller numbers of prime-age
domestic students, and new AI technology already seems to be reducing
the demand for some types of college graduates, as machines,
specifically computers, are now replacing college-trained human
brainpower. The demand for plumbers and home health care workers is
growing relative to that for economists and mathematicians. AI cannot
fix a leaky toilet.
All this adds to the pressure for colleges to do more with less.
Among other things, it means declaring war on collegiate administrative
bloat."