SUSAN LI’S senior year at the University of California, Los Angeles, was fast approaching, and she was running out of time. She needed at least three classes to qualify for financial aid. But a week before classes began, she had registered for only one course.
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“They’re not offering the classes I need,” said Ms. Li, a history major. “I don’t know what I’m going to do.”
In her first two attempts to register, she hadn’t been able to get her outstanding general-ed requirements or any advanced classes in her major. Classes were full, or not being offered this term. If she can’t complete what she needs to graduate, Ms. Li doubts she can afford a fifth year. She has taken out $8,000 in loans each year.
“Hopefully something will open up,” she said, and after scanning the registration Web site each day something did: two Asian-American studies electives, neither of which would move her closer to completing her major.
The university is facing a $131 million budget shortfall this year, and Ms. Li is among the many students who are feeling the pinch. U.C.L.A. has eliminated 165 courses, a full 10 percent reduction. Even in recent years, Ms. Li says, she has had to sit on the steps in crowded lecture halls. She was one of several hundred students who gathered at Bruin Plaza as the school year began to protest cutbacks and a tuition and fee increase of $1,170, with a planned $1,344 bump next year.
While U.C.L.A.’s money woes are extreme, they are familiar to many flagship universities. The University of Arizona, the University of Wisconsin and the University of Florida are among many that are scrambling because states are kicking in shrinking portions of their budgets.
In this particularly hard year, in which university endowments have been hammered along with state coffers, federal stimulus money has helped most avoid worst-case scenarios. The 10-campus University of California system, for example, has received $716 million in stimulus funds to offset its $1 billion gap. But that money is a temporary fix. A quip circulating among college presidents: The stimulus isn’t a bridge; it’s a short pier.
This fall, flagships still had to cut costs and raise tuition, most by 6.5 percent or more. And virtually all of the nation’s top public universities are likely to push through large increases in coming years.
“The students are at a point of rebellion, because they’re paying more and getting less,” says Jane V. Wellman, executive director of the Delta Project on Postsecondary Education Costs, Productivity and Accountability.
Universities have reached deep in their pockets to protect vulnerable students from tuition increases. Mark G. Yudof, president of the University of California, defends his university’s record in preserving financial aid, noting that families with incomes under $60,000 pay not one penny of their fees. “The real crunch,” he says, is helping families that make roughly $100,000. “The most at risk at this time really are going to be the middle class.”
Public universities have historically been underpriced: average in-state tuition is $7,020 this year. A re-evaluation had to happen, says David E. Shulenburger, vice president for academic affairs at the Association of Public and Land-Grant Universities, because the benefit has been to higher income families. “You can’t justify that subsidy for wealthier students,” he says. The trend, accelerated by the economic shakeup, is from cheap to what he calls “moderate” tuition rates, at least by private-school standards.
Mr. Shulenburger sees the tuition increases as part of a larger movement toward privatization of the most desirable flagships. With state contributions largely flat or down over the last 15 years, and enrollments and costs up, many top flagships are turning to nonpublic sources for money and, in some cases, accepting larger numbers of out-of-state students, who often pay twice the tuition of residents.
At the same time, applications are pouring in from students shut out by the stratospheric cost of private colleges. That’s generally a good thing. Flagships are attracting more wealthy and better-prepared students. Yet as the counterargument goes, a flagship’s traditional mission is to educate its own, especially a state’s low- and middle-income students. The evolution under way is putting some flagships out of reach for the students who were typically enrolled even a decade ago. Each year, the quality of students as well as the budget model skews closer to that of elite private universities.
