UC Berkeley:Doubling Instate Tuition Denies Access

University of California Berkeley (UCB) Chancellor Robert J Birgeneau is outspoken on why elite public universities should charge more. With Birgeneau’s leadership UCB is more expensive (on an all-in-cost) than private Harvard and Yale. Cal. is the most expensive public higher education in our country. World ranking of prestigious universities has Harvard #1, Cal # 5.

Birgeneau would like to blame the politicians, since they stopped giving him every dollar asked for. The Chancellor’s ‘charge more’ instate tuition skyrocketed fees by an average 14% per year from 2006 to 2011-12 academic year. If Birgeneau had allowed fees to rise at the same rate of inflation over the past 10 years they would still be in reach of most middle income students with the help of affordable student loans. Increasing Cal’s funding is not the solution.

UCB is a public university designed to give maximum access to the widest number of instate students at a reasonable cost: with a mission of diversity and equality of opportunity. Unfortunately Birgeneau diminishes the principles which underlie our state and our country: equality and inclusion. Birgeneau’s and Provost George Breslauer’s senior management decisions deny middle income Californians the transformative value of university education.

Birgeneau’s tenure as Chancellor is a sad unacceptable legacy. University of California Berkeley is now farther and farther out of reach for the sons and daughters of Californians.
Send a forceful message that these Cal. senior management decisions simply aren’t acceptable: UC Board of Regents marsha.kelman@ucop.edu and Calif Senate and Assembly member

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UC Berkeley Chancellor & Provost Deny Need for Fiscal Efficiency: Request Additional Funding

UC Berkeley Chancellor Birgeneau and Provost Breslauer pick the pockets of Californian students and their parents clean. Birgeneau’s tuition/fee increases rank Cal. # 1 most expensive (on all-in-cost) public university. UC Berkeley is more expensive than Harvard, Yale. Birgeneau’s decisions are an insult to taxpayers who help support the University of California system and to students confronting soaring costs.

Robert J Birgeneau ($450,000 salary) has forgotten he is a public servant, steward of the public money, not overseer of his own fiefdom. Pays ex-politician $300,000 for several lectures; Doubles instate tuition/fees; Recruits (using California tax $) foreign & out of state affluent $50,600 tuition students who displace Cal. qualified instate applicants; Spends $7,000,000 + (prominent East Coast university accomplishing same at 0 cost) for OE consultants to remove inefficiencies created by his leadership then stonewalls consultants from examining Chancellor, Provost offices: When procuring OE consultants failed to receive alternative proposals: Tuition to Return on Investment drops below top 10.

In tough economic times, unpleasant decisions must be made. Clean sweep: Birgeneau resigned; fire Provost George Breslauer.
Email opinion to marsha.kelman@ucop.edu . (The author has 35 years’ consulting, has taught at Cal. where he observed the culture & ways of senior management & was not fired)

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Instate Californians Denied Admission to UC Berkeley

Despite eligibility University of California Berkeley Chancellor Birgeneau and Provost Breslauer shed thousands of instate applicants. Qualified instate applicants to public Cal. are replaced by a $50,600 payment from born abroad affluent foreign and affluent out of state students. And, Birgeneau subsidizes affluent foreign and affluent out of state tuition in the guise of diversity while he doubles instate tuition/fees.

Cal. is not increasing enrollment. Birgeneau/Breslauer accept $50,600 foreign students and displaces qualified instate Californians (When depreciation of tax funded assets are included (as they should be), out of state and foreign tuition is more than $100,000 and does NOT subsidize instate tuition). Going to Cal. is now more expensive than Harvard, Yale.

With the recommendations of UC Berkeley Chancellor Birgeneau, Provost George Breslauer allowed campus police to use excessive force – rammed baton jabs – on students protesting Birgeneau‘s doubling of instate tuition. Clean sweep: Birgeneau resigned; fire Breslauer. Your opinion; email UC Board of Regents marsha.kelman@ucop.edu

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UC Berkeley Denies Access To Instate Applicants

Despite eligibility University of California Berkeley Chancellor Birgeneau denies enrollment to thousands of instate students. Qualified instate applicants to public Cal. are replaced by a $50,600 payment from born abroad foreign and out of state affluent students. And, Birgeneau subsidizes foreign and out of state tuition in the guise of diversity while he doubles instate tuition/fees.

University of California Berkeley is not increasing enrollment. Birgeneau accepts $50,600 foreign students and displaces qualified instate Californians (When depreciation of tax funded assets are included (as they should be), out of state and foreign tuition is more than $100,000 + and does NOT subsidize instate tuition). Going to Cal. is now more expensive than Harvard, Yale. Like Coaches, Chancellors who do not measure-up must resign.

More recently, UC Berkeley Chancellor Birgeneau’s campus police deployed excessive force – rammed baton jabs – on students protesting Birgeneau’s doubling of tuition. The sky will not fall when Birgeneau and his $450,000 salary are ousted. Opinions make a difference; email UC Board of Regents marsha.kelman@ucop.edu

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Welcome to University of California Berkeley

Cal. Chancellor Birgeneau ($500,000 salary)
has forgotten that he is a public servant, steward of the public money, not overseer of his own fiefdom (these are not isolated examples): recruits (uses California tax $) out of state $50,000 tuition students that displace qualified Californians from public university education; spends $7,000,000 + for consultants to do his & many vice chancellors jobs (prominent East Coast university accomplishing same 0 cost); pays ex Michigan governor $300,000 for lectures; in procuring a $3,000,000 consulting firm he failed to receive
proposals from other firms; Latino enrollment drops while out of state
jumps 2010;  tuition to Return on Investment drops below top 10; Breslauer all employees meeting – only 50 attend; visits to Cal down 20%; NCAA places basketball program on probation,
absence institutional control.

It’s all shameful. There is no justification for such
practices by a steward of the public trust. Absolutely none.

Birgeneau’s practices will not change. UC Board of Regents
Chair Sherry Lansing and President Yudof must do a better job of vigorously enforcing oversight than has been done in the past over Chancellors who, like Birgeneau, see the campus as their fiefdom.

 

 

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Drastic cuts in UC Berkeley Chancellor’s office necessary

UC Berkeley’s recent elimination of popular sports programs highlighted endemic problems in the university’s management. Chancellor Robert J Birgeneau’s eight-year fiscal track record is dismal indeed. He would like to blame the politicians in Sacramento, since they stopped giving him every dollar he has asked for, and the state legislators do share some responsibility for the financial crisis. But not in the sense he means.
A competent chancellor would have been on top of identifying inefficiencies in the system and then crafting a plan to fix them. Competent oversight by the UC Board of Regents and the California legislature would have required him to provide data on problems and on what steps he was taking to solve them. Instead, every year Birgeneau would request a budget increase, the regents would agree to it, and the legislature would provide. The hard questions were avoided by all concerned, and the problems just piled up to $150 million….until there was no money left.
It’s not that Birgeneau was unaware that there were, in fact, waste and inefficiencies in the system. Faculty and staff have raised issues with senior management, but when they failed to see relevant action taken, they stopped. Finally, Birgeneau engaged some expensive ($3 million) consultants, Bain , to tell him what he should have been able to find out from the bright, engaged people in his own organization and the academic senate..
From time to time, a whistleblower would bring some glaring problem to light, but the chancellor’s response was to dig in and defend rather than listen and act. Since UC has been exempted from most whistleblower lawsuits, there are ultimately no negative consequences for maintaining inefficiencies.
In short, there is plenty of blame to go around. But you never want a serious crisis to go to waste. An opportunity now exists for the UC president, Board of Regents, and California legislators to jolt UC Berkeley back to life, applying some simple check-and-balance management principles. Increasing the budget is not enough; transforming senior management is necessary. The faculty, students, staff, academic senate, Cal. alumni, and taxpayers await the transformation.

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Furor Grows over Chancellor Birgeneau

UC Berkeley’s recent elimination of popular sports programs highlighted endemic problems in the university’s management. Chancellor Robert Birgeneau’s eight-year fiscal track record is dismal indeed. He would like to blame the politicians in Sacramento, since they stopped giving him every dollar he has asked for, and the state legislators do share some responsibility for the financial crisis. But not in the sense he means.

A competent chancellor would have been on top of identifying inefficiencies in the system and then crafting a plan to fix them. Compentent oversight by the Board of Regents and the legislature would have required him to provide data on problems and on what steps he was taking to solve them. Instead, every year Birgeneau would request a budget increase, the regents would agree to it, and the legislature would provide. The hard questions were avoided by all concerned, and the problems just piled up….until there was no money left.

It’s not that Birgeneau was unaware that there were, in fact, waste and inefficiencies in the system. Faculty and staff have raised issues with senior management, but when they failed to see relevant action taken, they stopped. Finally, Birgeneau engaged some expensive ($3 million) consultants, Bain & Company, to tell him what he should have been able to find out from the bright, engaged people in his own organization.

From time to time, a whistleblower would bring some glaring problem to light, but the chancellor’s response was to dig in and defend rather than listen and act. Since UC has been exempted from most whistleblower lawsuits, there are ultimately no negative consequences for maintaining inefficiencies.

In short, there is plenty of blame to go around. But you never want a serious crisis to go to waste. An opportunity now exists for the UC president, Board of Regents, and California legislators to jolt UC Berkeley back to life, applying some simple check-and-balance management principles. Increasing the budget is not enough; transforming senior management is necessary. The faculty, students, staff, academic senate, Cal. alumni, and taxpayers await the transformation.

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