Wednesday, March 17, 2010

March Madness! UC Berkeley Next to Last in Graduation Rates Among NCAA Participants!

Please view the video on the top of the page and feel free to leave me a comment explaining to me why Sandy Barbour, predecessors, current staff et al in Cal Athletics make the highest salaries on campus each year with these sorts of stories coming out?!...
someone explain it to me! How can it be that this went on for YEARS - six years at least-- and not much was done?! Barbour was hired as director in 2004- why wait until 2007 when the problem was staring them in the face for so long?! I would also like to know the race and age stats for the team and for those players who did not graduate, because this stinks to me. Barbour apparently has thrown this over to Mike Montgomery's lap... but how long has this problem been around?... let us also recall this memo on a commitment to the student athlete and Cal Athletics finances

AND, BTW, WHERE WERE UCB CHANCELLOR ROBERT BIRGENEAU, UC PRESIDENT ROBERT DYNES OR UC PRESIDENT ROBERT BERDAHL, THE REGENTS OR ANY LEADERSHIP AT UCOP DURING ALL OF THIS AS IT TRANSPIRED?! I wonder if UC Presidents actually work on a legacy they care about and defend -- or if they just want to "leave no fingerprints" and so they never comment on how these problems occurred-- we never hear from them again--SAD and not helpful for the future...

"Basketball Grad Rates: Pac-10
UCLA 82%
Oregon 73%
Stanford 62%
Oregon St. 58%
USC 43%
Arizona St. 40%
Washington St. 38%
Washington 29%
Cal 20%
Arizona 11%

Stanford continues to report a relatively low graduation rate, by its standards. Stanford's current 62% grad rate reflects the early departure for the NBA of Casey Jacobsen, Curtis Borchardt, and Josh Childress, none of whom have graduated yet. Also, Julius Barnes graduated outside the six-year window used by the NCAA to measure graduation rates, so he is counted as a non-graduate. This is the last year that Stanford's grad rate is affected by the Jacobsen-Borchardt-Barnes class. Stanford's grad rate should improve to 80% next year. Three of the Pac 10 schools - Arizona, Cal, and Washington - have grad rates that are among the bottom 10 for all major programs." source: http://stanford.scout.com/2/952555.html

Salary info in 2008:
Barbour, Anne Saunders (Sandy)
Head Coach-Intercolg Athletics Berkeley $453,010

Montgomery, Michael J.
Head Coach-Intercolg Athletics Berkeley $918,562

Birgeneau, Robert J. Chancellor Berkeley $445,716

DYNES, ROBERT C PRESIDENT OF THE UNIVERSITY Office of the President $421,412

Stephen Gladstone held the post before Montgomery.

source: San Francisco Chronicle and KRON -4

Erin Go Bragh people!

2 comments:

  1. Public universities in California are into a phase of creative disassembly where reinvention and adjustments are constant. Even solid world class institutions like the University of California Berkeley under the leadership of Chancellor Birgeneau & Provost Breslauer are firing staff, faculty and part-time lecturers through “Operational Excellence (OE)”. Yet many employees, professionals and faculty cling to old assumptions about one of the most critical relationship of all: the implied, unwritten contract between employer and employee.
    Until recently, loyalty was the cornerstone of that relationship. Employers promised job security and a steady progress up the hierarchy in return for employees fitting in, performing in prescribed ways and sticking around. Longevity was a sign of employer-employee relations; turnover was a sign of dysfunction. None of these assumptions apply today. Organizations can no longer guarantee employment and lifetime careers, even if they want to.
    UC Berkeley senior management paralyzed themselves with an attachment to “success brings success’ rather than “success brings failure’ and are now forced to break the implied contract with employees – a contract nurtured by management that the future can be controlled.
    Jettisoned Cal employees -faculty, staff, administrators, Vice Chancellors - are finding that the hard won knowledge, skills and capabilities earned while being loyal are no longer valuable in the employment market place.
    What kind of a contract can employers and employees make with each other? The central idea is both simple and powerful: the job or position is a shared situation. Employers and employees face market and financial conditions together, and the longevity of the partnership depends on how well the for-profit or not-for-profit continues to meet the needs of customers and constituencies. Neither employer nor employee has a future obligation to the other. Organizations train people. Employees develop the kind of security they really need – skills, knowledge and capabilities that enhance future employability.
    The partnership can be dissolved without either party considering the other a traitor.
    Loyalty to Cal senior management is dead. Cal senior management needs reform!

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  2. (Context: greatest recession in modern times)
    Sorry Tale of Chancellor’s Office UC Berkeley: easily grasped by the public, lost on UC - President Yudof- leadership. The UC Berkley budget gap has grown to $150 million, & still the Chancellor is spending money that isn't there on $3,000,000 consultants. His reasons range from the need for impartiality to requiring the consultants "thinking, expertise, & new knowledge".
    Does this mean that the faculty & management of UC Berkeley – flagship campus of the greatest public system of higher education in the world - lack the knowledge, integrity, impartiality, innovation, skills to come up with solutions? Have they been fudging their research for years? The consultants will glean their recommendations from faculty interviews & the senior management that hired them; yet $ 150 million of inefficiencies and solutions could be found internally if the Chancellor & Provost Breslauer were doing the work of their jobs (This simple point is lost on UC’s leadership).
    The victims of this folly are Faculty and Students. $ 3 million consultant fees would be far better spent on students & faculty.
    There can be only one conclusion as to why inefficiencies & solutions have not been forthcoming from faculty & staff: Chancellor Birgeneau has lost credibility & the trust of the faculty & Academic Senate leadership (C. Kutz, F. Doyle). Even if the faculty agrees with the consultants' recommendations - disagreeing might put their jobs in jeopardy - the underlying problem of lost credibility & trust will remain.

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