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In 1984, we were all suddenly playing games on our TV screens -- "Pong" was the most popular one, I believe -- but the fad didn't last too long. Engaging students through social media: Evidence-based practices for use in student affairs. Enter your email address to subscribe to this blog and receive notifications of new posts by email. One of the paradoxes of being a female intellectual in my generation is that we grew up dreaming about being part of a literary and academic establishment that did not include people like us. It will be no surprise to even the uneducated reader that the Kennedy family occupies an entire cultural market niche all by itself. I have been reading a variety of books and articles in the past year that question the utility of going to college at all, much less whether it matters in the course of a life whether a young person decides to go to a selective,  private college. Andrew Hacker and Claudia Dreifus, Higher Education: How Colleges Are Wasting Our Money and Failing Our Kids – And What We Can Do About It. For those of you have aspirations to publish for a popular market, Andrew Hacker and Claudia Dreifus’s contribution to the contemporary national debate about higher education does a lot of things right. Comments Policy: There will be no purely personal attacks, no using the comments section to tease someone else relentlessly, and no derailing the comments thread into personal hobbyhorses.
Contributors to this collection, edited by Claire Potter and Renee Romano, consider the wide range of challenges the practice of contemporary history poses. The Chronicle Blog Network, a digital salon sponsored by The Chronicle of Higher Education, features leading bloggers from all corners of academe. LibraryThing, a web-based cataloging application with a substantial array of social features, has been around since 2005.
Amy Cavender is a member of the Congregation of the Sisters of the Holy Cross, and Associate Professor of Political Science and interim Director of the Center for Academic Innovation at Saint Mary's College, Notre Dame, Indiana. Brian Croxall is the Digital Humanities Strategist at Emory University's Digital Scholarship Commons (DiSC) and Lecturer of English. Kathleen Fitzpatrick is director of scholarly communication of the Modern Language Association and Visiting Research Professor of English at New York University. Lincoln Mullen is a PhD candidate at Brandeis University and a historian of religion in early America and the nineteenth century.
Anastasia Salter is an assistant professor of digital media at the University of Central Florida.
Mark Sample is an Associate Professor at Davidson College, where he also directs the college's Digital Studies program.
Earlier this week, The Chronicle reported that the salaries of public-university leaders continued to rise in 2007-8, with the median pay for chief executives in the survey reaching $436,111. The real question for presidential pay is this: What does it do to the presidential ability to imagine and rebuild public higher education? Public universities desperately need to be readied for takeoff, for something that inspires their publics, for their true role in the salvation of humanity and of the natural world.
The competitive marketplace for English professors is English departments at other campuses or a few jobs in the private sector (very few opportunities); likewise, for a professor of philosophy or classics. The struggle for the American public university requires visionary leadership that is able to inspire ordinary Americans as well as our elected representatives to invest in our collective future. As an alumna and member of the faculty of the University of California, I do not begrudge our chief executives their salaries. Every week, I have at least an hourlong conversation with Gettysburg’s president, and through that conversation I get a real feel for what is going on in her world and on the campus. In the business world, where the profit motive is present, the success or failure of a company to achieve a profit and thus compensate its CEO accordingly is understandable.
Most college presidents work hard, but probably not any harder than a junior tenure-track faculty member who must juggle teaching, research, advising, committee, service, and family responsibilities as expertly as presidents must deal with staff members, faculty members, students, alumni, governing boards, donors, legislators, community officials, and the local Rotary Club, not to mention budget deficits, deferred maintenance, and campus parking. Presidents do in fact deserve to earn considerably more than faculty members, but the question is: How much more?
I have never met a president who does not believe it is an honor and a privilege to serve his or her campus. Within that context, the level of compensation being offered to most college and university presidents today is not unreasonable.
Moreover, unlike tenured professors, who have a guaranteed job for life, presidents have a limited employment term and often serve at the will of the board.
Consequently, those who forfeit the job security associated with many other positions in higher education, who are able to perform these difficult jobs well and undertake the inherent risks of a presidency, should be appropriately compensated. Admittedly, the nonprofit higher-education sector has a few presidents whose compensation makes them outliers vis-à-vis the marketplace. Finally, it ought to be noted that college and university presidents are sometimes not even the institution’s highest-paid employee. That said, I realize that the job of college and university presidents is extremely demanding and deserving of reasonable compensation, perhaps in excess of the most highly paid faculty member. As The Chronicle article points out, several of the most highly paid presidents have refused salary increases and bonuses, or have returned large portions to their institutions. The dilemma the regents wrestle with is how to ensure the quality of Maryland’s academic institutions for the future, and how to attract and retain the best possible leadership for those institutions. I have been a corporate CEO in a company with 4,000 employees, which basically answered to three constituencies, and it simply does not compare to the challenges that face a college or university leader. Given that Maryland is blessed with a group of outstanding academic leaders, it is important during periods when there is not economic stress to provide them competitive salaries so that we can retain and attract the best talent available.Robert W. University presidents derive some compensation for behavior appropriate to their job (albeit from sloppy metrics); other very important portions of their job go unnoticed and unmanaged, often squandering millions of dollars. Presidents temporize while for-profit and a few independent colleges grab millions in revenue from under their noses. To compete effectively, universities must deliver programs needed in the way the market wants them. The excuse in business (including banking) for obscene and outrageouly high CEO pay is that it is needed to guarantee getting (or keeping) the best and brightest.
The real scandal in university pay is not the salaries of presidents, but the salaries of coaches in football and basketball at the large Div. Joe Paterno's salary from Penn State is much lower than the president of Penn State, however, Joe Paterno donates a million or so dollars a year to Penn State, such as his library contribution.
It is almost predictable that many in the professorial ranks feel put upon that a president of the university DARES to accept a salary greater than theirs. When the phone rings at 3:00 AM Saturday morning at the president's house, what is going through his head? In my opinion, the comparison of coaching salaries with those of other university employees is simply a matter of comparing apples and oranges. Not to distract this "well informed" dialogue on Presidential compensation, but as we also discuss another easy target for dialogue the issue of "administrative creep" seems to always get mention.
I think most people dislike the fact that universities claim to be constantly in a budget crisis yet then turn around and pay their presidents hundreds of thousands of dollars in compensation. DAVIS, who states he has served in the professorial and CEO role, said "The real COIs occur with dishonest professors becoming paid shills for the pharmaceutical companies while pretending to do objective research on their drugs at taxpayer expense.
Back to 3, 10 and 12: Most public university sports programs lose money while most large public university's pay both ADs and coaches significantly more than their presidents. The Chronicle welcomes constructive discussion, and our moderators highlight contributions that are thoughtful and relevant. A group of education leaders gathered last week to discuss the most important technology innovations of the last decade, and their findings suggest the classroom of the future will be open, mobile, and flexible enough to reach individual students—while free online tools will challenge the authority of traditional institutions. The retreat celebrated the 10th anniversary of the New Media Consortium’s Horizon Project, whose annual report provides a road map of the education-technology landscape. Larry Johnson, the consortium’s chief executive, said the meeting was important because it brought together groups from three different education sectors that don’t often collaborate.
Later this year, the consortium will build on its retreat by publishing videos of the event, hosting a series of social-media conversations, and writing a more extensive report on its findings.
To begin, read my introduction and personal notes, and then please look at the cartoons, which are categorized by either decade, publication name or topic. Remember, your comments are appreciated (just click on the "comment" link at the bottom of each post). Reproduction or publication for commercial purposes of any of the cartoons on this site without prior permission is strictly prohibited.
These essays address sources like television and video games, the ethics of writing about living subjects, questions of privacy and copyright law, and the possibilities that new technologies offer for writing history. You could use it to build bibliographies if you really wanted to, but it’s not meant to be used like Zotero and other citation managers.
Well, once you’ve cataloged your books, you can display them by author, date, title, tags, or call numbers, which are handy if you want to be obsessive about how you shelve your books. Fair warning: when I first signed up for a LibraryThing account, I went a little insane and cataloged over 400 books in the space of a few weeks. Templeton is the Anne Morrison Chapman Distinguished Professor of International Study and an associate professor of English at Converse College. Houston is an associate professor of English at the University of Massachusetts Lowell and a personal productivity coach for academics and professionals.
This well-paid generation of public-university presidents has presided over the largest per-student public-financing decline in modern American history.


A president making $50,000 to $100,000 per month is insulated from the struggling world his decisions create. But a professor of law or medicine has the option to work in the private sector, often at a salary higher than many found in the academy—and the salaries paid to those faculty members reflect the influence of outside factors. But when times are tough, then those at the top of the pay scale should seriously consider asking that their own compensation not rise any more than any other group on campus, if at all.
It means making a convincing case as to why public universities, with their mandates of access and inclusion, remain an important pathway of socioeconomic mobility, especially in the context of growing income and wealth inequality in America. I marvel at all of the different hats she wears, the number of difficult decisions she makes, the hours she puts into the job, day after day.
In other words, the scope and range of the president’s responsibilities exceed those of faculty members who may log just as many hours at work.
Should the president’s salary be as much as five times greater than what the average full professor earns? However, in general, presidential compensation appropriately reflects the existing demand by boards, labor-market shortage, and the high risks that come with the position. Laudable as such behavior is, it does not address the fundamental issue of appropriate levels of compensation.
Questions of executive compensation are always controversial, and never more so than in a year of economic upheaval. A college, university, or system president or chancellor is not only the leader of an extraordinarily complex organization, with annual budgets in the millions and, in some cases, billions of dollars. Like the bankers, incentives are misaligned, and knowing what the other guy earns doesn’t align them. Weaver: "I marvel at all of the different hats she wears, the number of difficult decisions she makes, the hours she puts into the job, day after day. Most coaches at Division I schools are paid primarily from funds generated by athletics, not public funds. Yes, there may be some minor increases, but has anyone also checked out the exponential increase of Federal and State mandates that call for an institution to report on everything from the # of left-handed, black students enrolled in algebra to rolls of toilet paper consummed each year. At the same time that we are hearing that universities can't afford to open new lines of tenure, that there aren't enough jobs to go around for new PhDs (and haven't been for years), that adjunct positions have taken over 68% of listed positions--these same universities turn around and claim that their exec compensation is more than fair! But, of course, these hallowed professors are protected because they are professors."Biomedical research professors are contracted by pharma to test their drugs so that the results are not subjective. Back in 2008 the Oregon University system hired Ray Cotton of the higher ed consulting firm ML Strategies to prepare a report comparing the UO President's pay with that of his peers.The resulting report is 11 pages long, including the cover.
I've never had a problem with pay for top CEOs and, for that matter, university presidents, as long as they've remained based on market demand and performance.
One need only review the above posts to see the widely diverging but unspecified performance standards and metrics implied by the comments.
One hundred experts from higher education, K-12, and museum education identified 28 “metatrends” that will influence education in the future. Johnson said one of the most interesting conversations to emerge was about open data and open-educational resources. The technologies we use are increasingly cloud-based and delivered over utility networks, facilitating the rapid growth of online videos and rich media. Openness — concepts like open content, open data, and open resources, along with notions of transparency and easy access to data and information — is moving from a trend to a value for much of the world. Real challenges of access, efficiency, and scale are redefining what we mean by quality and success.
The Internet is constantly challenging us to rethink learning and education, while refining our notion of literacy. There is a rise in informal learning as individual needs are redefining schools, universities, and training. When, as a young person, I imagined myself a writer, I imagined myself writing for those publications despite the fact that they were almost entirely written by men.
But being a movie star and an Ivy League student took its toll, and she says commuting back and forth to the U.S. Doing Recent History offers guidance and insight to any researcher considering tackling the not-so-distant past. You can view statistics on how obscure your books are and how many languages are in your collection. Gordon Gee at Ohio State University, made more than $1.5-million, the only president in the survey to top the million-dollar figure).
If we wanted real performance pay, we would tie presidential salaries not to private fund raising but to the current level of state support. Sure, they run complicated and demanding organizations and most of them could have made more money in the for-profit sector, but that’s not where they are.
It means demonstrating how and why the knowledge produced in such universities serves the public interest. I want to see them strike alliances with other public-university systems that are facing cuts and create a nationwide movement around educational justice.
The position is incredibly intense; it makes sense that compensation is set based on the totality of the role. When something goes wrong on campus, it is the president who must deal directly with the problem and who is usually the one held accountable. The position should be about that privilege to serve and not about presidential privileges.Raymond D. Harker, has already initiated several creative projects and promises to be an effective fund raiser, and should be rewarded.
The State of Maryland just today announced actions to close a budget shortfall of $2-billion. College leaders, especially those in Maryland, are critical partners whose work directly contributes to the economic vitality of the state and the mid-Atlantic region. One reason (of many) is that they work with 1920s accounting models that lack information to manage market share, revenue, margin, etc. Higher education institutions now have more Vice Presidents (and their salaries) than one would find at the Bank of America.
This is an old discussion, but athletics is really an entertainment enterprise that generates tremendous dollars for DI schools. Yes, scholarlyl merit might be questioned, but filings are mandated and which faculty member will take on the responsibility for responding? Take for example, tenured professor X teaching HIS 101 and adjunct instructor Y teaching HIS 101 at the same college with more or less the same amount of students, what should they make for teaching that one class? I'd like to ask these board members quite frankly: to whom are these salaries fair--to all the kids crowded up in larger classes?
These professors are free to publish results, wherein they must reveal COIs and where the money to do said research came from. Athletics, on the other hand, where the focus is primarily on large African-American boys throwing leather balls around to the delight of rotund, older Anglo men, blows my mind.
A few of us seem preoccupied with the dollar value, symbolic or otherwise, linked to an undefined normative standard that has little or nothing to do with the role of the president.The only direction I disagree with on its face is the suggestion that the market sets a president's compensation. The 10 most important, according to a New Media Consortium announcement about the retreat, include global adoption of mobile devices, the rise of cloud computing, and transparency movements that call into question traditional notions of content ownership concerning digital materials.
As the group discussed these issues, he said, the participants began to think about transparency “as a value” rather than a buzzword. As more and more companies move to the global marketplace, it is common for work teams to span continents and time zones. Increasingly, people own more than one device, using a computer, smartphone, tablet, and ereader. Our current expectation is that the network has almost infinite capacity and is nearly free of cost. As authoritative sources lose their importance, there is need for more curation and other forms of validation to generate meaning in information and media. In an age where so much of our information, records, and digital content are in the cloud, and often clouds in other legal jurisdictions, the very concept of ownership is blurry. Access to learning in any form is a challenge in too many parts of the world, and efficiency in learning systems and institutions is increasingly an expectation of governments — but the need for solutions that scale often trumps them both.
Institutions must consider the unique value that each adds to a world in which information is everywhere. Traditional authority is increasingly being challenged, not only politically and socially, but also in academia — and worldwide. Libraries are deeply reimagining their missions; colleges and universities are struggling to reduce costs across the board.
These collisions usually occur when I revisit the literary institutions that have shaped my aspirations and career since the 1960s. It also has a remarkably effective system for recognizing multiple editions of the same work, and a nice interface that includes thumbnails of book covers.
You can export your entire catalog in CSV or tab-delimited format and convert it to a spreadsheet, or save a printable version. If a president is there while state financing is cut to 1999 levels, then the presidential salary gets rewound to the same time and place.
The vice president of medical affairs could run a major city hospital or research institution.


They’re part of a community whose mission and dedication and satisfactions have to do with something more than, and different from, profits.
It means sparking and leading a national debate about policy priorities—after all, how much do we as a nation spend on the wars in Iraq and Afghanistan? I want to see them forge solidarity with California’s community colleges and schools, the gateway institutions that face a fate even more fragile than that of well-known public universities. Compared with what I see in industry and finance, the compensation seems, on the whole, appropriate.
Cotton, vice president of higher education for ML Strategies LLC and a partner in the Mintz Levin law firm:The compensation of college and university presidents is a direct reflection of supply and demand in the marketplace. They are academic role models, and we have charged them with leading and guiding our children and grandchildren. A proximate cause of the financial crisis was an egregious misalignment of incentives, and no one thinks averages should have been consulted to set bankers’ salaries. They steal high-volume, high-profit programs, leaving Big State U with declining offsetting revenue to support expensive, unprofitable, mission-driven programs. Lacking basic tools of management, one might hold presidents blameless, until one recalls how easily they finance new buildings. Would the legislature rethink his compensation if it knew he allowed millions to slip into the hands of out-of-state interests? A president who snatches millions from would-be interlopers probably deserves a handsome salary. Coaches' responsibilities cover a very narrow range of duties compared with those of college presidents. Compared with what I see in industry and finance, the compensation seems, on the whole, appropriate." Fair enough.
I don't agree with the President here at Slippery Rock on some things, but one thing I do admire about the guy is his visibility.
In the armed forces there is a concept that addresses the ratio of how many support positions and activities (logistics) are needed to keep a person in the field of action.
And the discussion is rarely ever broached with respect to real costs associated with the bizarre infatuation: alcohol abuse and violence, infrastructure costs, community-university relations, real academic achievement. There is a constrained but active market for some athletic coaches - colleges do hire them away from each other.
1.2 billion have mobile broadband as well, and 85% of new devices can access the mobile web. One hour of video footage is uploaded every second to YouTube; over 250 million photos are sent to Facebook every day.
Innovations in these areas are increasingly coming from unexpected parts of the world, including India, China, and central Africa. In such a world, sense-making and the ability to assess the credibility of information and media are paramount. As a result, credibility, validity, and control are all notions that are no longer givens when so much learning takes place outside school systems. The educational ecosystem is shifting, and nowhere more so than in the world of publishing, where efforts to reimagine the book are having profound success, with implications that will touch every aspect of the learning enterprise. Christopher Newfield, professor of English at the University of California at Santa Barbara:Public universities should not have second- and third-class resources by comparison to their private kin. And whatever their impact in the world at large, outsized presidential salaries have corrosive effects within their communities.
With many members of the baby-boomer generation retiring from presidencies, there is a growing demand for people who can do these jobs well. Our chancellor and presidents have previously taken the lead in independently adopting and endorsing that position.
Many of us have attained our own academic and professional dreams and aspirations under their tutelage, directly or indirectly. Many public-university presidents manage larger and more complicated institutions than do their private counterparts.
Let's put a freeze on these outside mandates and then talk about a freeze on administrative creep. Certainly pharma is not supplementing the SALARY, but rather providing support for RESEARCH COSTS (which are astronomical, when animals, care, reagents, other direct and indirect costs are figured in). As is the case with climate change and health care, we have some real reprioritizing to do in this country. And, if you can’t quite remember whether you already own a book as you admire it in a bookstore, you can call up your catalog on your mobile device and check.
There once was an idea that a college’s president should make about twice what its average full professors did (as professors, not as clinical practitioners or football coaches or consultants). At the same time, there is dwindling supply of men and women within higher education who have the appropriate experience, skill, and qualifications and who are available to employers and boards of trustees.
It has made the job of the regents, who ultimately set salaries in Maryland, relatively easy. Some of this is because they bring in their own funding but some of this research cannot be monetized, it is simply written off to the prestige of having a certain faculty member. Further, if these COIs are not disclosed, labs get shut down, teaching duties culled, and, while not 'fired', they are shoved out the door (this I have seen done firsthand). Surveys like this generate a lot of attention, and often identify outliers, but in my experience current compensation levels seem commensurate with the immense responsibility of the job of a college president. As a result, boards are often in a scramble, vying against one another for the remaining available talent.
My point is that, until we reward faculty for teaching and research that benefits our students, we deserve overpaid presidents. Have the resources being directed to other cost centers on campus gone up or down since 2000?
If pharma were such an inscrutible player in the medical field, why would they hire the professor to do their research? If a legislature decided to drop the salary of a college president by 50%, it is unlikely that another school would offer him a job.No one should be surprised by the diversity of opinions expressed above.
The current occupant of the president's office at a public university in this State cannot read financial statements and is not conversant with the university's financial crisis. The invoices are at the end of the pdf.The OUS system was so embarrassed by this episode that their legal counsel Ryan Hagemann spent months trying to hide the report from public view, and months more trying to hide how much they had paid for it. They are a natural outcome of the vagueness of the role, the imprecision of the performance standards, and the almost total absence of agree upon metrics.
The more urgent question at hand is whether or not these executives are willing and able to wage the struggle necessary to maintain the American public university.
A measure of failure is predestined when we allow an institution's most important role to remain ill-defined. That requires more than the sacrificial gestures of these executives—the self-imposed pay reductions, the payback of bonuses. He can have sponsorships, just like Presidents serve on paid boards and Medical School deans have pharmaceutical contracts. Return all administrative and kindred positions above and beyond the department level back to 2000 levels.
When well-defined proficiencies and specific goals are absent, as the are in the typical role of university president, charisma and peacekeeping become the leading indicators of a president's success.
All of the college coaches who make $5 million have sponsorships on top of that extravagant salary.
These attributes, while potentially important, may or may not correlate with success in relation to achieving the institution's most important goals. Some observers believe we want presidents who are charismatic and have conciliation and peacekeeping skills, and who have demonstrated that they won't surprise us with "fire in their belly" to get big things done. Whatever else we say, we are not about big things.Whatever we desire in presidents, perhaps we can agree that we can improve the processes by which we select and manage them. In a public university, the proficiencies we desire in a president and the grand goals we want her to accomplish should be determined through a public process. Once determined and agreed upon, we must then map the agreed-upon goals to specific performance standards and objective metrics by which they will be assessed.
Once the back office work is done, the remaining step is to create performance-based compensation incentives that align precisely to the goals . Few of us would object to a base salary of $150K, linked to performance incentives that stand to increase the president's paycheck by a factor of 5 or 10, but only if specific goals are achieved in terms of unequivocal metrics.In the example I used above, too many college presidents lose millions in revenue to the for-profits (Problem #1).
The publicly founded institutions end up providing the expensive lab-based education and the for-profits cherry-pick the profitable courses and cop off the degree (Problem #2). Because we lack modern information systems and management metrics, most of us are only aware the loss might be occurring (Problem #4).
Finally, the president is not provided an incentive to turn the problem around (Problem #5).



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