UCSD Finances: A Faculty Perspective on Budget Cuts
UCSD Finances: A Faculty Perspective on Budget Cuts
Over the past several years, the state has required the UC system to increase undergraduate enrollments markedly, but it has not provided sufficient monies to cover the true cost of students’ education. The mandate for growth is clearly independent of strategies to accommodate it, and each campus has developed its own strategy. UCSD has chosen an inventively entrepreneurial strategy, developed largely independent of faculty collaboration and concerns. The size of our undergraduate cohorts has risen significantly, including the admission of large numbers of non-resident and international students who pay full tuition. There has been a steep increase in the construction of new buildings, in part to accommodate swelling student enrollments. The University has purchased considerable real estate outside of campus. These choices have resulted in a significant upsurge in the campus’s long-term debt, which has almost tripled in just seven years.
Over the past several years, the state has required the UC system to increase undergraduate enrollments markedly, but it has not provided sufficient monies to cover the true cost of students’ education. The mandate for growth is clearly independent of strategies to accommodate it, and each campus has developed its own strategy. UCSD has chosen an inventively entrepreneurial strategy, developed largely independent of faculty collaboration and concerns. The size of our undergraduate cohorts has risen significantly, including the admission of large numbers of non-resident and international students who pay full tuition. There has been a steep increase in the construction of new buildings, in part to accommodate swelling student enrollments. The University has purchased considerable real estate outside of campus. These choices have resulted in a significant upsurge in the campus’s long-term debt, which has almost tripled in just seven years.
This website offers a faculty perspective on these issues. While virtually everybody lauds the expansion of University access, there has been considerable concern among faculty and staff about potentially undesirable effects of the entrepreneurial path on the academic mission. The campus’s expenditures per faculty in instruction pales when coupled with the dramatic increase in student enrollment. This has led to significant increases in our student-to-faculty ratio, with UCSD currently having the worst ratio of any UC campus. While we are not particularly enamored of college rankings, UCSD’s position has fallen—both with respect to national undergraduate rankings and international research university rankings.
This website offers a faculty perspective on these issues. While virtually everybody lauds the expansion of University access, there has been considerable concern among faculty and staff about potentially undesirable effects of the entrepreneurial path on the academic mission. The campus’s expenditures per faculty in instruction pales when coupled with the dramatic increase in student enrollment. This has led to significant increases in our student-to-faculty ratio, with UCSD currently having the worst ratio of any UC campus. While we are not particularly enamored of college rankings, UCSD’s position has fallen—both with respect to national undergraduate rankings and international research university rankings.
Perhaps the most troubling consequence of UCSD’s growth path is the expansion of administration. The recent rise in the number of medium- and high-level administrators, and their associated salaries, is striking. The graphs in this website show, among other trends, that the expenditures reported on annual salaries for the Chancellor’s and Vice-Chancellors’ offices have risen from $19 million in 2012 to $42 million in 2018. We concede that it is difficult to make complete sense of this information and that some of our figures could be off the mark. But this is part of the problem: we draw on data reported by UCOP, which aggregates categories that may be better disaggregated to achieve transparency. We also draw on financial schedules posted by UCSD. Data about the University should be transparent and easy to use. What data are accessible paint a worrisome picture. Rather than specifying all of the relevant details here, we urge you to review the graphs in this website.
Perhaps the most troubling consequence of UCSD’s growth path is the expansion of administration. The recent rise in the number of medium- and high-level administrators, and their associated salaries, is striking. The graphs in this website show, among other trends, that the expenditures reported on annual salaries for the Chancellor’s and Vice-Chancellors’ offices have risen from $19 million in 2012 to $42 million in 2018. We concede that it is difficult to make complete sense of this information and that some of our figures could be off the mark. But this is part of the problem: we draw on data reported by UCOP, which aggregates categories that may be better disaggregated to achieve transparency. We also draw on financial schedules posted by UCSD. Data about the University should be transparent and easy to use. What data are accessible paint a worrisome picture. Rather than specifying all of the relevant details here, we urge you to review the graphs in this website.
With budget shortfalls from Covid-19, the campus’s priorities appear to have encountered their most serious challenge. The campus is being required to make permanent, and, we believe, disruptive cuts to the core functions of the University. Disturbingly, Academic Affairs—that is, the faculty, students, instruction and research; the unit that personifies and realizes much of the core mission of the University—is being asked to make budget cuts at the same rate as other campus units. We understand that Academic Affairs represents the largest portion of the campus budget, and its allocation continues to grow. However, it is quite clear that core teaching and research functions within Academic Affairs are inadequately supported to accommodate the kind of growth that the Administration has embraced. This threatens the academic mission of the University.
With budget shortfalls from Covid-19, the campus’s priorities appear to have encountered their most serious challenge. The campus is being required to make permanent, and, we believe, disruptive cuts to the core functions of the University. Disturbingly, Academic Affairs—that is, the faculty, students, instruction and research; the unit that personifies and realizes much of the core mission of the University—is being asked to make budget cuts at the same rate as other campus units. We understand that Academic Affairs represents the largest portion of the campus budget, and its allocation continues to grow. However, it is quite clear that core teaching and research functions within Academic Affairs are inadequately supported to accommodate the kind of growth that the Administration has embraced. This threatens the academic mission of the University.
We advocate an open, transparent debate about cuts and efficiencies. We are pleased that a Task Force on Budget Planning has been convened, and we see this website as a contribution to the Task Force’s deliberations. We submit that the campus’ deficits could be better met by reconsidering the nature of campus growth. We believe that protecting the central mission of the University requires avoiding cuts to the academic core.
We advocate an open, transparent debate about cuts and efficiencies. We are pleased that a Task Force on Budget Planning has been convened, and we see this website as a contribution to the Task Force’s deliberations. We submit that the campus’ deficits could be better met by reconsidering the nature of campus growth. We believe that protecting the central mission of the University requires avoiding cuts to the academic core.
Provides an overview of the pressures that the University of California faces and how the UCSD Adminstration has decided to tackle them.
Provides an overview of the pressures that the University of California faces and how the UCSD Adminstration has decided to tackle them.
Examines some of the data relating to the growth of executive, management and senior administrative positions at UCSD.
Examines some of the data relating to the growth of executive, management and senior administrative positions at UCSD.
Explores UCSD’s growth strategy based on an expansion of capital projects and debt.
Explores UCSD’s growth strategy based on an expansion of capital projects and debt.
Focuses on some of the consequences that UCSD’s growth model has had on key academic indicators.
Focuses on some of the consequences that UCSD’s growth model has had on key academic indicators.
Presents some key indicators of how UCSD’s growth model has affected student well-being.
Presents some key indicators of how UCSD’s growth model has affected student well-being.
6. Coda
6. Coda
An invitation to share this website.
An invitation to share this website.
Faculty Workgroup on Budget Priorities
Faculty Workgroup on Budget Priorities