graduate student profile and support: status and outlook joint meeting of the council of chancellors...
TRANSCRIPT
![Page 1: Graduate Student Profile and Support: Status and Outlook Joint Meeting of the Council of Chancellors and the Academic Council March 5, 2008 Marye Anne](https://reader034.vdocuments.us/reader034/viewer/2022051417/5697c0251a28abf838cd54c1/html5/thumbnails/1.jpg)
Graduate Student Profile and Support: Status and Outlook
Joint Meeting of the Council of Chancellors and the Academic Council
March 5, 2008
Marye Anne Fox, Chancellor, UCSD
Bruce Schumm, Chair, CCGA
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Beginning next fiscal year, the University will enter into one of the most challenging environments it has ever faced
Paradoxically, this may offer a unique opportunity for graduate studies beginning two to three years from now provided:
• We do careful planning now• We have the institutional memory needed to follow through on that planning
Main Contention & Take-Home Point
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Where Are We Now?
Relative Size of Graduate Enterprise
Participation of Under-Represented Groups
International Students
Non-Resident Tuition
Funding Gap
GSAC Report and Recommendations (2006)
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Broad View of UC’s Graduate Enterprise
We have data on graduate degrees for UC and its comparison institutions broken down into
Ph.D.
Masters
“First Professional” (M.D., J.D., etc.)
In following, have restricted comparison to public comparison institutions (Anne Arbor, Illinois, SUNY Buffalo, Virginia)
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As college-age population boomed, UC fulfilled its Master-Plan obligations…
Where does our relative graduate “shortfall” lie?
Per
cen
t of
All
Deg
rees
th
at a
re B
ach
elor
s
UC
Public Comparison
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UC’s Ph.D. production is almost commensurate…
Per
cen
t of
All
Deg
rees
(i
ncl
ud
ing
Bac
hel
or’s
) th
at
are
Ph
.D.
UC
Public Comparison
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Where we lag is in Masters degrees…
Question: Should we be comfortable with this in view of CSU’s participation in Master’s-level education?
Per
cen
t of
All
Deg
rees
th
at a
re M
aste
rs
UC
Public Comparison
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and in “first professional” degrees (M.D., J.D, D.V.M., etc).
N.B. There is a global trend towards doctoral-level professional education. UC’s stance is being evaluated by the Provost’s PDPE Committee
Per
cen
t of
All
Deg
rees
th
at
are
1st P
rofe
ssio
nal
UC
Public Comparison
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But there’s another way to look at this…
Rather than comparing fractions of different degree types, we can compare # of grads per faculty member.
“Faculty” are ladder-rank FTE, filled (as opposed to allocated) positions.
The data that answer this question present a somewhat different picture (needs confirm-ation)
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Enrollment per Faculty FTEA
cad
emic
Gra
du
ate
En
roll
men
t p
er F
acu
lty
FT
E UC
Public Comparison
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Possible implications, if true?
Ignoring undergrads, UC is a massive, concentrated public graduate powerhouse.
On top of this, UC educates a huge number of undergraduates with a relative poor student/faculty ratio (does this hamper the faculty?)
Might this suggests that increasing the graduate fraction must be accompanied by FTE growth, i.e., improved S/F ratio?
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Diversity
We particularly lag our competitors in the enrollment of African American studentsSource: Work Team on Graduate and Professional School Diversity
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Student Profile: Actions Taken I
Work Team on Graduate and Professional School Diversity: September 2007
Establishes domestic URM’s and international students as separate categories
Makes recommendations; entering implement-ation phase
Professional school access separate watch-point for regents
Far from a solved problem, but one that is being systematically pursued.
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International Participation
Don’t yet have data from comparison institutions (probably want to include privates here)
Fra
ctio
n o
f N
ew A
cad
emic
G
rad
uat
e S
tud
ents
th
at
are
Inte
rnat
ion
al
Gra
du
ate
Non
-Res
iden
t T
uit
ion
10,000
20,000
30,000
NRT
INT’L FRACTION
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Student Profile: Actions Taken II
Memorial to Eliminate Non Resident Tuition for Academic Graduate Students
February 2006
“The Academic Senate of the University of California requests that the Regents of the
University of California structure and advocate a budget for the University that
eliminates non-resident tuition for academic graduate students.”
Approved by 83% of voting Academic Senate members.
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The Funding Gap
2007 GRADUATE STUDENT SUPPORT SURVEY
Offers to Ph.D. admits, relative to top-choice non-UC offer:
Annual stipend $1000 less than competitors
Including cost of living, effective differential is $2000 per year
Latter figure unchanged from 2004
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The GSAC Report Fall 2005: Academic Council requests committee to explore grad support and NRT
GSAC formed; submits report June 2006
Comprehensive analysis, with several clear recommendations
AY 2006-2007: Little discussion in Senate or administration; $20M for grad support in 2007-2008 not clearly connected to implementation.
Basis of current CCGA/UCPB activity
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GSAC Goals
Increase graduate enrollment (assumed 18% grad enrollment increase by 2010-2011)
Close funding gap
Eliminate disincentive for enrolling inter-national academic graduate students (target 25% of enrollment)
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Main GSAC Recommendations
Eliminate (or return to source) non-resident tuition for Ph.D. students
Freeze fees and NRT for all academic graduate students
Remove TA fee remission from USAP stream (to distinguish it from return-to-aid)
Increase USAP return-to-aid from 24% to 33%
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GSAC Findings (Highlights)
Based on clearly-stated assumptions
$37M cost to eliminate NRT for Ph.D. students ($14M if NRT kept for first year)
Overall, recommendations would require
• $50M-$75M reallocation of existing resources
• $25M-$50M new money
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Here and Now…
Two years have passed since the GSAC study
• Two years of data on trends; 2007 Grad Support Survey
• Additional $20M for graduate support
• Intensive system-wide academic planning exercise coming to fruition (next slide)
• Budget collapse (derailment of Compact)
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GSAC Follow-On?
Academic Council has forwarded letter from CCGA/UCPB requesting follow-on committee to GSAC
Main focus would be implementation of GSAC recommendations, including reallocation strategies (campus involvement)
Would begin with reassessment along lines suggested in this presentation (see UCPB/CCGA letter)
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Prima facie, a bad time to improve grad funding
However, if Compact is restored, more “new” money will come to University than otherwise.
It is easier to allocate new money that to redirect existing funds
An opportunity if plans are in place
We need to develop those plans now.
Timing…
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Institutional Memory
Experience suggests that we need to worry about legacy…
If committee constituted, should be done in a way that promotes institutional continuity
• Direct contact with both administration and Senate
• Smaller ongoing group to oversee implementation (with representation from both Senate and Administration)
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Per degree awarded, UC’s Ph.D. production appears typical; other grad categories lacking; per faculty FTE, academic enrollments on par.
Consensus to enhance grad numbers and quality backed by GSAC report.
Implementation (and update) of GSAC not yet addressed; Council has requested follow-on committee
Moment may be oddly propitious; but must ensure memory and follow-through
Summary
Background courtesy J. Pollock
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BACK-UP SLIDES
(caveat emptor)