BANGOR, Maine — Post-it notes stick to the few remaining photos hanging on the walls of the University of Maine System offices, in a grand brick, renovated onetime W.T. Grant department store built in 1948.The notes are instructions for the movers, since the pictures and everything else are in the midst of being packed up and divided among the system’s seven campuses.
Only 20 people work here now, down from a peak of 120, and the rest will soon be gone, too, following their colleagues and fanning out to the campuses. Disassembled cubicles and crates of documents are piled in the corners of the 36,000-square-foot space, and light shines from the doors of the few lonely offices still occupied. All of the agency’s three floors in the building, in a quiet part of town near a statue of Bangor native hero and Abraham Lincoln’s first-term vice president, Hannibal Hamlin, have been put up for sale.
It’s part of a little-noticed but surprising shift under way that suggests new resolve in some places to improve the efficiency and productivity of stubbornly labor-intensive higher education.
Surprising because statistics suggest the opposite is happening. The number of people employed by public university and college central system offices like this one — which critics complain often duplicate work already being done on the campuses they oversee, with scores of bureaucrats who have no direct role in teaching or research — has kept creeping up, even since the start of the economic downturn and in spite of steep budget cuts, flat enrollment and
heightened scrutiny of administrative bloat.
Continue reading “University bureaucracies grew 15 percent during the recession, even as budgets were cut and tuition increased”
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