American higher education has
some big problems. We still have a world-class network of colleges and universities.
Students from less developed and from highly developed nations come to the US
to get BA’s and advanced degrees. Our teaching practices are copied, our
researchers have made English a universal scientific language, and our
graduates can compete across the globe.
The hundreds of small
colleges scattered across the US represent a unique American contribution to
undergraduate education, which is being copied in Europe. Not only has American
higher education led the world in the integration of women and minorities into
faculties and administration, but American scholars have developed the broadest
critique of economic inequality, abuse of political authority, and social
discrimination.
Yet in recent decades, three
major problems have developed in American universities which threaten the whole
system: exorbitant funding of athletics, replacement of full-time faculty with
temporary part-time staff, and the growth of for-profit institutions.
Sports as entertainment is
beginning to overwhelm the educational enterprise at large universities.
Admission is driven by athletic recruiting, professors are paid a fraction of
what coaches receive, and ethical transgressions in the name of winning no
longer even make headlines. Big-time sports have become a central mission of
what used to be fine academic institutions. Can you imagine a sexual scandal in
some philosophy department bringing down an entire administration, as Penn
State’s scandal in the athletic department did?
If we follow the money, we
can see the outsized role of sports at major universities. Among the 120 Football
Bowl Subdivision institutions, average yearly spending per athlete in 2010
was $92,000, while spending per student was less than $14,000. That gap has
been growing rapidly. In the 240 universities in the FBS and the Football
Championship Subdivision, that is most of the large universities across the
country, spending per athlete between 2005 and 2010 increased about 50%, while
spending per student grew only 23%.
Where does all this money
come from? Although television rights and ticket sales bring in millions to a
few of the best-known universities, most athletic programs are funded by the
institutions themselves, that is, by students, by government grants, and by
endowment. Fewer than one in four of the 97 public universities in the FBS make
money on their athletic programs. Across the FBS, student fees and institutions
contribute an average of 18% of the athletic budget; in the less prestigious
FCS, the contribution is 70%, and in those Division I schools with no football,
the contribution is 78%.
Most of the professors at
American colleges and universities do not really belong to the faculties or to
the institutions. They are “contingent
employees” or “adjuncts”, usually part-time, with few benefits and little
allegiance to the institution. Very often, they are hired at the last minute,
so they cannot adequately prepare. They do not receive the same institutional
support for their teaching that the traditional full-time tenure-track
professor enjoys: office space to meet with students, secretarial help,
advanced technology, sometimes even a telephone. They often are unacquainted
with other members of their department and thus with departmental practices and
expectations. At 4-year institutions across the country, two-thirds of the
teaching staff are impermanent, a proportion which is increasing every year.
Adjuncts are woefully
underpaid. A new report
about adjunct pay in the Chronicle of Higher Education shows an average of less
than $1000 per credit-hour. The average salary for untenured assistant
professors in 2012 was $66,500. For an adjunct to earn that much they would
have to teach 22 three-credit courses in a year.
Many adjuncts are excellent
teachers. But the sub-standard conditions under which adjuncts teach in most
universities means that students pay the salaries of the tenured professors,
but are often taught by part-time gypsies, flying from one job to another,
trying to put together a living.
The third problem comes from
the boom in for-profit universities, which enroll about one-tenth of students
in higher ed. The graduation
rate at for-profits is about 30%, less than half of the rate of traditional
non-profit institutions. Enormous quantities of federal student loans are going
to students at institutions owned by Wall Street companies who will never
graduate or pay them back. The loan
default rate of their students is twice that of public universities and
three times that of private institutions.
Each of these weaknesses in
American higher education is connected to money. Universities spend far too
much money on athletes and sports. They try to save money by hiring part-time
faculty to teach students. Students try to save money by enrolling in for-profit
institutions which make money for big corporations by promising more than they
can deliver and getting government to pay for it.
There is no cheap way to
educate the next generation of scientists, teachers, and business leaders.
Education is not a money-maker, and athletics is not education. We are watching
the greatest educational system in history slowly fall apart.
Steve Hochstadt
published in the Jacksonville
Journal-Courier, January 29, 2013