On November 17, Dr. Judy Hample, President of UMW since July, gave the first substantive speech of her tenure. A video recording of the speech can be viewed here.
I’ve been mulling over how to respond to the speech or whether to respond at all. I decided that it’s important to make public my response in hopes of promoting conversation on the direction of UMW.
I was hoping to be inspired by the speech to make UMW stronger and more distinctive than it currently is. I’m not sure how much of that hope was fulfilled.
Dr. Hample’s thesis was the following:
“My vision and dream is that UMW will become a premier, public, national liberal arts university.”
Fair enough, but how will we get there?
The first third of the speech, with a few nods to catch phrases like ‘fewer silos’ and ‘embracing a culture of excellence,’ emphasized administration, rather than academic leadership. Dr. Hample talked about greater efficiency and the need for tough decision-making. She stated that decisions would be made on the basis of an upcoming strategic planning initiative.
She claimed that UMW faces three challenges which prevent us from achieving her vision:
1. We need to make UMW student-centered.
2. We need to make UMW a more diverse, inclusive institution.
3. We need to realize the full potential of being a [real] university.
I admit to being taken aback by her first challenge. UMW is the most student-centered institution that I know. Classes are relatively small (though not as small as they used to be) and faculty know and work closely with their students. Unlike at large state universities, it is all but impossible for a student to remain just ‘a number’ at UMW.
It turns out that Dr. Hample meant the term ‘student-centered’ in a much different and narrower sense than I interpreted it. She used it to refer to the user-friendliness of business services like accessing financial records and registering for courses.
Dr. Hample made several remarks about campus life, saying alumni she talked with praise what they call the “Mary Washington experience.”
“I wonder if that is as strong today? I’ve sort of come to the conclusion that it might not be. The perception of too many of our students is that we have an unresponsive bureaucracy and administration.”
I have no quarrel with more user-friendly access to services, but her alumni story seems a non-sequitur to me. I doubt that the Mary Washington experience alumni describe is about business services; I imagine it is about close relationships they formed with other students and with faculty, something which is still very much a characteristic of UMW. And to be fair to administrative staff, my sense is that existing bureaucratic hurdles, and there are some, are largely the result of resource constraints as past leadership has moved funding out of administration to protect the instructional program.
Dr. Hample also said she wants to renovate dorms into “living and working environments” with places to study, socialize and get a cup of coffee after midnight. “These simple things that students want, need and are, frankly, long overdue,” she said. Yes, but these innovations come with a cost, and I don’t think UMW will ever win the battle of student amenities; nor do I think we should. Rather, if we are to be a truly distinctive institution, it will be on the basis of our academic programs.
Dr. Hample’s second challenge is to make UMW a more diverse, inclusive institution. This is, of course, worth doing and something we have struggled with as an institution for years. If she has a way of achieving this, I applaud her.
The third challenge, on which Dr. Hample spent the majority of her speech, is to make UMW realize the potential of becoming a university. She plans to accomplish this by creating two new schools: a College of Business and a College of Education, as well as developing selective graduate programs in the College of Arts & Sciences. These are worthwhile goals. Arguably, the College of Graduate and Professional Studies has failed to live up to its potential, and so reorganizing its programs along traditional disciplinary lines makes sense to me.
My concern comes in that Dr. Hample plans to finance these plans by belt-tightening and eliminating programs that don’t meet her standards.
“The choice comes down to this: What programs, what jobs are critical for insuring high quality education, high quality safety, high quality services, [and] high quality welfare for our students?”
I don’t doubt that these initiatives are worth doing, but in my view they won’t make UMW a premier, national institution. The College of William & Mary is such an institution. It has a total budget of roughly $220 million or more than three and a half times UMW’s total budget.
I don’t think it’s possible to build a premier public, national liberal arts institution on our current budget no matter how well we reallocate it. To achieve such a goal would require significant additional funding which Hample didn’t address.
What I fear is that without significant additional resources, the changes planned by Dr. Hample will only reduce what makes UMW distinctive, and turn us instead into a generic state university.
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