Greenwood. She will be leaving the campus at the end of the month. To start, Chancellor, I’d like to ask you about the circumstances surrounding your appointment here, and that process. I believe you were up at UC Xxxxx immediately prior to your appointment here. Maybe you could tell me how you became aware of the position opening. Did someone say, “We think you should apply”? Were you looking for another position? Associate Director for Science in the White House Xxxxxxxxx: Let me give you a little background prior to my becoming aware of the opportunity to come to Santa Xxxx. I had come to the University of California at Xxxxx after having been an East Coast person for forty-seven years: Vassar undergraduate, Rockefeller PhD, some time at the Columbia Medical School. Then Vassar lured me back with a tenured position and a lot of laboratory space, and the opportunity to give back to an institution that I felt had given me a career. I had been graduate xxxx at Xxxxx for about five years when I was approached by the White House during President Xxxxxxx’x first term, to come to Washington, D.C. to serve as a political appointee. I had never entertained such an idea. I hadn’t contributed to the campaign in any major way. As far as I knew, my politics were not known. The experience was like something out of the Doonsbury cartoon. I was sitting at my desk one day with my phone to my ear, which is a common position for deans, and my assistant was standing in the doorway on one foot and then the other foot, so I finally put my hand over the phone and said, “Xxxx Xxxxx, what is it?” She said, “Well, it’s the White House. Shall I tell them you’ll call them back?” I said, “Well, maybe not.” So I hung up and took the call, and conversed with the person who was on the transition team looking for science appointees. The particular opportunity that they presented to me was not something that interested me. But I spent about a half an hour on the phone with him talking about this opportunity, and I gave him a list of other people’s names, folks whom I thought might be interested. They called back about two weeks later and said, “We have another position we want you to look at. It’s the associate director for science in the White House. It reports directly to the science advisor, who reports directly to the president. So it’s a very high-level position. Would you like to be considered for that?” I didn’t even know really what the job was all about, but I said yes. Without getting in...
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Greenwood. But here we did tourism, agriculture, high tech. An analysis of the economic impact of the educational component was not there at all. Period. So I started talking about it, saying, “You know, the jobs that you want to have here in Santa Xxxx, some of them are generated by the university. I mean, when our faculty members get grants, 80 percent of that money, more or less, goes to pay for people’s jobs, and benefits. And taxes in the county and city, when these individuals buy houses, and shop in the community. So when you’re talking about how is the city going to sustain itself, you need to be talking about how many more jobs of a certain type can we expect the university to generate? And are those jobs that will replace jobs we are losing in some other sector?” I recently did do this. I recently did an analysis for them that showed that of the 1200 high tech jobs they have lost on the Westside starting in about the year 2000, we’ve already replaced about 800, because we’ve gotten a laboratory for adaptive optics; we’ve gotten several major grants in the education area. We’ve got 250 more faculty members, and the ones that are in the sciences are already generating new grants. So these create technical jobs. They create secretarial and support jobs. They create some new entry-level jobs in maintenance, etc. One must consider those. Yes, we get the students, and they are an economic positive impact, in that they buy stuff, and they eat in the restaurants, and their parents come to town, and their families come to town and stay in the hotels, particularly in the off-time of the season. All these factors exist. But then there are the most important factors, like the real jobs that the university creates, which don’t disappear when a dot bomb happens. Individuals lose their grants but then somebody else gets a new one. This is something the city had not focused on. Because of the local politics, they had focused only on how many students came, and how are those students causing trouble. Xxxxxxx: The negative impacts.
Greenwood. Yes. And they weren’t focusing on the fact that Santa Xxxx needed jobs that pay above a certain amount. We need people to be able to buy homes in Santa Xxxx. We need them to be able to pay property taxes. We need them to want goods and services in Santa Xxxx. And university people will come. Their kids will go to our schools. They’ll become part of the community. The other option is that Santa Xxxx becomes a bedroom community for Silicon Valley, which changes the politics and the tax base. Xxxxxxx: And which the city council has been vociferously fighting for twenty-five years. Xxxxxxxxx: But they’ve let it happen. Xxxxxxx: But it’s happened by default, almost. Xxxxxxxxx: Yes, because they had no other plan. I walk Xxxx Xxxxx Drive. I walk fifty miles a month and I’m up and down Xxxx Xxxxx Drive many times, and probably half of those houses appear to me to be weekend houses. Those are people who are not really engaged in the community. They may be wonderful people. I’m not saying they aren’t. But they are not people, like our university community, who are going to volunteer for one council or another and who are going to pick up the beaches and— Xxxxxxx: And be volunteers in commissions and things like that. The other sidebar to that is a constant refrain about recruiting faculty, new faculty, and the price of housing. And anecdotally, of course, I’ve heard many stories of recruitments that one department or another has carried out. People come here from the Northeast or the Midwest and they just— Talk about sticker shock. I know that that is impinging upon on our ability to recruit new faculty as the veterans retire. Has that been a concern that you’ve talked about with the city or the county? Xxxxxxxxx: Oh yes, I talk with the city about this all the time. We’ve been trying to focus on some kind of a project that we might be able to do together that would amount to affordable or middle-priced housing that faculty and/or staff would find attractive, in town, as well as what we’re trying to build on the campus. And of course the university has done some work as well. The university’s faculty now has a new mortgage origination program that gives a forty-year mortgage and doesn’t have points, doesn’t have a down payment. These are really significant. We can still get some of our faculty into houses. We do lose people in the recruitment process over the price of housing. But we are still getting our first and second choices most of the time. This was true in ...
Greenwood. Right, a large research university, with graduate and professional programs and an undergraduate focus. Xxxxxxx: How was this figure arrived at? I know there was a campus committee— Xxxxxxxxx: They’re still working on the number. But the current working number of 21,000 by 2020, would be about half the growth that we’ve had since the last plan. The last plan was finalized in 1988, and it ran until 2005. It was about a 4 percent growth a year. Basically we’ve been on that plan. We dipped a little in the early 1990s, and then when we recovered we basically got right on the plan. The university’s done nothing to change the rate of growth that it planned for. This is in contrast to other agencies around the general region, where growth has exceeded planning. We haven’t done anything differently. In some ways, you could say we are responsible stewards. If we agree to a number, that’s the number we stick with. We haven’t tried to change it. But it is almost 2005, so now it’s time to say, Okay, what would be next? What that number gets us is about 15 percent graduate students across our programs, over a period of close to fifteen years now. It also would probably get us a second professional school—this could be allied health, or business and commerce. It allows the existing research programs to build out, while maintaining a pretty steady but slower growth of undergraduates. The composition, that is the dominant student body, is still undergraduate. UCSC would still be about 15 percent graduate students, which by national standards is still pretty low. Expanding Graduate Programs Xxxxxxx: I’m not familiar with the ratios of undergraduate to graduate students. Greenwood: Stanford’s is approximately 50:50. Most of the private research institutions are about 50 to 50 percent graduate /professional students. Some of the big publics—Michigan, and I think University of Virginia, Berkeley, UCLA— are about 25 or 30 percent graduate students. UC San Diego is about 14, 15 percent graduate students right now, and that’s where we’d like to be. The problem if you don’t have enough graduate students, is that you’re not providing the unique role that the University of California serves, which is to provide the research-ready students for the future. That’s why we’re different from CSUs [California State University system], because we do research and because we train advanced students. The undergraduate student body is educated by CSU, as well as by us. We think we do it especi...
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