Grading the chancellor

It seems appropriate periodically to evaluate the performance of the current University of Maine System chancellor. We are, after all, a democracy in which accountability for performance is viewed as essential to good government.

The responsibilities of the chancellor, Joseph Westphal, as agent of the UMS board of trustees are those of a governing board and are broad. Most significant are the provision of access to higher education for the citizens of Maine, the raising of revenues to support construction, operation and maintenance of physical plants and instruction, and collective bargaining with employees at seven campuses.

If we are to make up a fair report card for the chancellor we must be careful to identify indicators of quality for which available data can be reasonably related to significant responsibilities. I propose the following indicators:

Indicator No. 1: Leadership in advancing community understanding of the value of higher education to the people of Maine. Community appreciation for the value of higher education is essential to raise revenue and attract students. Legislatures will not appropriate adequate funding, voters will not approve needed bond issues, students will not pay increased tuition, and financial support will not be given by businesses or other sources unless they are effectively informed about the value of higher education to the community of Maine.

Leadership in articulating the value of education starts at the top, where the greatest ability to draw an audience resides. It requires continuous effort to maintain support for public higher education, as it did to develop the current level of support for community colleges. The largely invisible chancellor has accomplished less than one could in this area; less than one should; less than others did before him.

Indicator No. 2: Voter support for referenda on bond issues providing funding for the university. A bond issue for the University of Maine System was the only one rejected in the most recent general election, when bonds were approved for several other spending programs. An invisible campaign in support of the bond issue likely explains low voter support.

Indicator No. 3: Percentage increase in legislative appropriations for the university over the rate of inflation for previous year. Legislative appropriations for 2005-2006 increased only 2% over the previous year, but with the rate of inflation at 3.4% for 2005, this is effectively LESS funding than the previous year. Many faculty positions remain vacant; every campus is cutting budgets to deal with the shortfall, as they have in many previous years. The Chancellor alienated many Legislators and stimulated legislation blocking several provisions of an ill-conceived strategic plan during the past year.

Indicator No. 4: Rank of percentage change in legislative appropriations for the university, compared to other states. Maine ranks 37th of 50 states in terms of percentage change in appropriations from the previous year, behind Connecticut and Vermont, and 42 out of 50 states in terms of total funds appropriated. Board of Trustees member Charles “Wick” Johnson III was quoted saying, “This year, for the first time in the history of the university, the state allocation will be lower than what we collect in tuition” (Portland Press Herald, Jan. 14, B2), hardly performance one can brag about. Students are upset about this.

Indicator No. 5: Cooperative labor-management relations that allow faculty to focus on the educational mission of the university. Faculty, professional and clerical personnel have worked over six months without contracts, and some appear headed for arbitration. Although it’s illegal for faculty to strike, in frustration we’re discussing other legal job actions including “work to rule” at several campuses.

The chancellor has misrepresented the cost of health insurance and the financial condition of UMS in labor contract negotiations, and has not bargained in good faith. The university system is currently witnessing the most precipitous decline in labor-management relations in 10 years. Good faculty are leaving.

As a person who makes many judgments about performance in the normal course of my employment, I would find it difficult to issue a passing grade for this kind of accomplishment.

Michael S. Hamilton is professor of political science, a member of the Faculty Senate, and a past chair of the University Planning and Budgeting Advisory Committee at the University of Southern Maine.