Sep. 26, 1996-Vol28n05: Faculty must provide 'core leadership' for UB to realize its mission, Greiner says

Faculty must provide 'core leadership' for UB to realize its mission, Greiner says

By SUE WUETCHER
News Services Associate Director

UB faculty must provide the core leadership in order for the university to overcome the realities of life in New York State and forge ahead into the 21st century, President William R. Greiner told an audience of about 200 Tuesday at his annual address to the voting faculty.

"The only way we will go forward is if the faculty of this institution are as committed to it as they are to their disciplines and their own careers," Greiner said. "We have to have mutuality of commitment; we need that from our staff, we need it from our students and our alumni, but we especially need it from our faculty. We have to be the leaders for this institution; it cannot be the president, the provost, the administration ... we have to, as colleagues, go forward. The faculty have to provide the core leadership."

UB's mission is well-defined, Greiner said. "Our problem is how do we realize our mission under current and future circumstances?"

Using a set of overhead slides, he set "the context in which we find ourselves in New York State." He stressed that while some of the "vital signs" he outlined could appear negative, many provide opportunities for the university "to make lemonade from lemons."

He pointed out that although the state's population is projected to grow at a slower rate than that of other states, it still will experience significant growth in the traditional cadre from which the university draws its first-time, full-time freshmen. And the working-age population also will need more "support education," such as training and retraining programs.

"Even though the growth is slow here in New York, I think there's still an opportunity because the markets of people we serve for education will grow," he said.

Greiner noted that almost 18 percent of New York's college-age population attends college out of state, with many young people deciding to settle where they go to school.

"I think the State of New York should worry about that; that's an indicator of a brain drain," he said, pointing out that many of these are better-than average students who are leaving the state to attend public universities, rather than elite private schools, he said.

"What's the opportunity here?" he asked. "We ought to be out on the Thruway, all of us, flagging their cars as they head to Michigan. 'No, no, turn right, there's a Big 10 alternative right here in New York State at New York prices'."

"We ought to be able to turn that (brain drain) around. To do that, we're going to have to do some things about relative priorities in New York State, including relative priorities within SUNY. That's a problem for New York; I think that's an opportunity for us," he said.

An additional "opportunity for UB" is an increase in the immigrant population in New York, which, Greiner said, UB is in a great position to take advantage of because of its top international programs and diverse faculty.

Greiner stressed that New York is last among the states in higher education expenditures as a percentage of all state/local government expenditures.

"New York does have problems in terms of public spending...but I don't think public higher education has been a major contributor to that," he said. "Look, we know New York has got to rein in spending and keep taxes down. But it doesn't have to continue to do that by trying to thoughtlessly, with no strategic planning, continue to nickel and dime higher education. That's what we're down to now. There are no dramatic amounts of money to be swept out of higher education. To put it into the vernacular of budget cutters, there isn't much fat left in the SUNY system to be cut out."

In taking advantage of the opportunities that he outlined, UB must measure what it does in terms of quality, rather than quantity, Greiner said. He added that UB, given its size, probably has too many programs and should do more consolidating and collaborating.

Greiner also noted that UB should, among other things:

· Mark itself as an institution noted for superlative undergraduate education, "the place where the best and most talented students come and we train them."

· Maintain its undergraduate enrollment and expand its post-baccalaureate programs at the master's level. "In the 21st century, the traditional baccalaureate education won't be near enough for most people and UB ought to get out in front of the curve." UB should try to attract superlative undergraduates by promoting a program by which they would receive two degrees-bachelor's and master's-at an accelerated pace.

· Move up greatly in the National Research Council ratings, possibly by having fewer programs rated. Instead of having rated two and three programs in one field that are separate from each other, UB should combine them to make one superlative program.

· Develop more research centers.

· Increase the use of technology.

· Increase the quality of student life, include building more student housing on campus using more creative ways. He noted that a bill allowing UB to build housing using "the Parcel B model" passed the Senate but died in the Assembly this spring.

· Expand and differentiate revenue sources, including bringing more out-of-state students, at a higher tuition, to UB.

Greiner said that while UB doesn't intend to ask the state to significantly increase funding, "What I think we should be saying is don't take any more out and think in terms of how you can help us rebuild ourselves.

"And we have to have a faculty that will help us with this and be leaders on campus while we try to make that case off campus," he said.

"We've got to have that commitment and leadership, especially from the senior faculty, if we're going to do what I think we should do, which is to realize our mission and vision."