ROPS 2011


John Aubrey Douglass

2010 marks the 50th anniversary of California’s famed Master Plan for Higher Education, arguably the single most influential effort to plan the future of a system of higher education in the annals of American higher education. This essay builds on the analysis offered in a previous CSHE research paper (“From Chaos to Order and Back”) by discussing the major challenges facing California’s higher education system, and offering a possibly pathway to reforms and institution-building essential for bolstering socioeconomic mobility and greater economic competitiveness.

A GLOBAL TALENT MAGNET: How a San Francisco/Bay Area Higher Education Hub Could Advance California's Comparative Advantage In Attracting International Talent and Further Build US Economic Competitiveness

John Aubrey Douglass
Richard Edelstein
Cécile Hoareau

During the 2009-10 academic year international students generated more than $18.8 billion in net income into the US economy. California alone had nearly 100,000 international students with an economic impact of nearly $3.0 billion. In this paper, we outline a strategy for the San Francisco/Bay Area to double the number of international students enrolled in local colleges and universities in ten years or less, generating a total direct economic impact of an additional $1 billion a year into the regional economy. The US retains a huge market advantage for attracting foreign students.

Restructuring Engineering Education: Why, How and When? By C. Judson King

C. Judson King

There is strong interest in broadening engineering education, bringing in more liberal arts content as well as additional subjects such  as  economics,  business  and  law,  with  which  engineers  now  haveto  be  familiar.    There  are  also  cogent  arguments  for balancing against what is now the almost exclusively quantitative  nature of the curriculum, adding more elements that relate to the actual practice of engineering, and structuring engineering education so as to provide multiple and later entry points, which should enable more informed career choices and make engineering attra

A European Perspective on New Modes of University Governance and Actorhood, by Georg Krücken

Georg Krücken

Higher education systems in Europe are currently undergoing profound transformations. At the macro-level,there is an increasein the number of students enrolled, subjects of study offered, and university missions that have gained legitimacy over time. At the  second  levelchanges  are  evident  at  the  level  of  university  governance.  New  Public  Management  reforms  have  put  into question  the  traditional  mode  of  governance  that  was  based  on  the  interplay  of  strong  state  regulation  and  academic  self-governance.

Internationalizing Brazil's Universities: Creating Coherent National Policies Must Be a Priority, by Marcelo Knobel

Marcelo Knobel

It is estimated that approximately 3 million students are enrolled as international students, and it is possible to project that this number may reach more than 7 million by 2025. As global demand exceeds the supply, competition is building for the best of these students. Some countries (or regions) clearly envisage the opportunity this represents and have been strongly stimulating student mobility.

One University: The Evolution of an Idea, by Patricia A. Pelfrey

Patricia A. Pelfrey

The one-university idea—that the University of California is a single institution whose campuses are united in the pursuit of a common mission and common standards of quality—has been a guiding organizational principle since UC President Robert Gordon Sproul first articulated it in the 1930s. This paper examines the origins of the one-university idea in the Sproul era, the role it has played in UC’s institutional development through waves of decentralization and campus expansion, and whether it remains relevant today.

Policy Options for University of California Budgeting, by Charles E. Young

Charles E. Young

Within a quarter century after the end of World War II (1945-1970), largely because of the support and investment it received from the State, the University of California had changed from two modest-size general campuses (Berkeley and Los Angeles) and the medical campus in San Francisco (UCSF), to a system of eight general campuses. California was at the pinnacle of its success-its economy strong and growing.

The Birth of a Research University: UC Merced, No Small Miracle

Lindsay Ann Desrochers

In 1960, the State of California adopted a Master Plan for  Higher  Education which was a three tiered plan intended to channel students according to their ability to either the University of California, the California State University or the California community colleges and a plan which limited the doctoral and research missions to the University of California The Master Plan was adopted during the great post World War II growth period in California attendant to an overall optimistic future for the Golden State.  In the immediate  years  following  the  adoption  of  the  Plan,  the  Univ

WHAT MADE BERKELEY GREAT? The Sources of Berkeley's Sustained Academic Excellence

George W. Breslauer

UC Berkeley’s chief academic officer explores the historical sources of Berkeley’s academic excellence. He identifies five key factors: (1) wealth from many sources; (2) supportive and skilled governors; (3) leadership from key UC presidents; (4) the pioneering ethos within the State of California; and (5) a process of continuous devolution of authority within the State and the University. He then addresses the extent to which these factors continue as causal drivers today.