When the Nice Recession hit the College of California system in 2008, it marked a significant “inflection level” within the lifetime of Dan Greenstein.
The state’s larger schooling funds took a dramatic hit, and because of this, the projected capability of public larger ed establishments was going to say no by about 400,000 college students, stated Greenstein, who was then the UC system’s vice provost of educational planning. The scholars who could be impacted have been disproportionately Black and brown, Greenstein stated.
Greenstein had lengthy been concerned in work on larger schooling innovation and fairness, however every in separate “compartments,” and now, impulsively, “these two issues simply collided with an infinite affect,” he stated.
“And also you understand—Oh, shit, this can be a downside.”
Shortly after, Greenstein went to work because the director of postsecondary success on the Invoice and Melinda Gates Basis, the place, for six years, he recognized what faculties may do to enhance fairness and entry. However he was tormented by a “nagging query.”
“It’s one factor to know what to do,” he stated. “However what in regards to the change [and] company that’s required to truly get it finished?”
It was that query that drove Greenstein to depart the world of analysis and coverage and dive headfirst into what many described because the downward spiral of a various regional-college community: the Pennsylvania State System of Greater Training.
Because of a quickly ageing Rust Belt inhabitants, PASSHE’s enrollment had plummeted from its peak of 115,000 college students in 2012 to 98,000 within the fall of 2018, when Greenstein entered workplace. And the system wasn’t simply bleeding college students; it was additionally shedding the boldness of state lawmakers. Training appropriations had dropped almost 52 p.c, from $10,905 per pupil in 2001 to $5,262 in 2018.
Though Greenstein had attended and labored at extremely selective establishments together with the Universities of Pennsylvania and Oxford, he took what he had realized from collaborating with regional establishments at Gates and shortly bought his arms soiled.
Whereas some critics have argued that Greenstein’s prior detachment from PASSHE was a detriment, State Senator Scott Martin, a Republican, believes the truth that Greenstein was “completely different than the prototypical chancellor” helped him succeed.
“Typically, while you come up in a system, you are usually very defensive,” he stated. “It tends to be all you understand, and it results in individuals who find yourself defending the established order.”
Greenstein took a daring method. Over the course of his six years in workplace, the chancellor dramatically improved the system’s monetary well being whereas gaining the legislative help wanted to consolidate six of the system’s establishments into two, to accrue a 30 p.c improve in annual state funding and to keep up a seven-year tuition freeze.
Since he introduced his resignation in July, many have lauded Greenstein as a change agent who did the exhausting however crucial work to enhance the system’s monetary prospects and foster a sustainable partnership with the state’s politically divided authorities. However some school members, Democratic lawmakers and regional schooling advocates argue that he buckled to political pressures at a value to college students, workers and universities’ surrounding rural communities.
The jury remains to be out on whether or not the modifications have been sufficient to avoid wasting a system that continues to face enrollment declines. However Greenstein’s tenure has captured the eye of many, serving as a case examine for modern methods to take care of a struggling system.
“There’s so many occasions I hear individuals say, ‘You may’t try this.’ However I’m like, why?” Greenstein stated. “There’s virtually nothing we are able to’t do if we put our minds to it. And among the stuff [PASSHE] has completed resides proof.”
Consolidation and Controversy
Essentially the most notable—and controversial—name of Greenstein’s tenure was his resolution to consolidate six of the system’s rural universities into two establishments.
Conversations and speculations about mergers had been brewing since even earlier than Greenstein took workplace. PASSHE had felt the burn of funds cuts and declining enrollment way back to 2013. However the state of affairs was complicated, and specialists usually agreed that politics, geography and historical past would virtually actually stop a merger.
Greenstein stated when he took the helm that determining a method to appropriate the monetary course of the system was a high precedence. The system’s debt degree was greater than $1 billion in 2019–20, with a adverse working margin.
“We have been on a path to expire of cash, principally exhausting our reserves by 2026–2027,” he stated. “If I may rewrite this script, I want we’d began earlier. I simply would have had extra time and would have had extra choices.” However time was working out, and Greenstein thought that PASSHE wanted to maneuver quick, “as a result of any pivot prices cash,” and to his thoughts, “the board solely had so many levers of management.”
Greenstein and his workforce selected consolidation over different choices—together with making an attempt to stabilize every establishment by reducing its expenditures to match income. Greenstein stated that might have required much more substantial program and school cuts than consolidation, limiting pupil alternative in a approach he feared would harm enrollment much more.
However to make consolidation potential, Greenstein first wanted to win approval from the State Legislature. Generally known as Act 50, the proposed laws that might enable the PASSHE board to think about consolidation was launched in January 2020. It underwent months of debate and numerous hearings, which a number of sources described to Inside Greater Ed as extraordinarily intense and extremely emotional.
Critics say that lawmakers on the best pushed the idea of a merger by telling Greenstein that he needed to do some downsizing and show the system was emphasizing effectivity to be able to get extra funding.
“The Legislature drove that course of greater than anyone by setting parameters for PASSHE, in alternate for continued and expanded monetary help,” stated Consultant Peter Schweyer, a Democrat and present chair of the schooling committee. “They have been making an attempt to do what they usually do, which is fake we may do extra with much less … and also you merely can’t do it in a campus setting like that.”
Greenstein stated that political pressures didn’t have an effect on his resolution. “There was by no means any specificity” in what lawmakers advised him, he stated. “I’ve by no means had a dialog with anyone that, ‘You should do X, and we’ll provide you with Y’—ever,” he stated. “I’m additionally a realist, a pragmatist. The political state of affairs within the state of Pennsylvania was what it was, and is what it’s. Do you wish to get shit finished, or do you wish to dream about purity?”
“And simply to be clear, it had 100 p.c help from Governor [Tom] Wolf, who I imagine was a Democrat,” Greenstein added.
The invoice to permit consolidation finally handed with overwhelming bipartisan approval—201 to 0 within the Home and 47 to three within the Senate—and was signed into legislation on July 1, 2020. From there, PASSHE was required to hold out an in depth, clear and broadly consultative evaluate, planning and implementation course of.
After but one other yr of hearings and negotiations, the board voted unanimously to approve the plan in July 2021. Clarion, Edinboro and California Universities could be built-in as Penn West College, whereas Mansfield, Lock Haven and Bloomsburg Universities could be built-in as Commonwealth College.
Andrew Koricich, govt director of the Alliance for Analysis on Regional Faculties, has been one of the vocal opponents of the consolidation. As a local of Edinboro, an Amish Nation faculty city of about 5,000 residents, he struggled to help an answer that put the burden on rural-serving establishments when the entire “system … has had structural issues for 20 years.” Rural-serving faculties “will not be those that primarily contributed to PASSHE’s woes,” he stated. “In the event that they have been making an attempt to repair the establishments which can be struggling probably the most, these weren’t those.”
Koricich cited information from an op-ed he wrote for The Day by day Yonder, a rural information group, displaying that the six consolidated establishments served a bigger proportion of low-income college students, had decrease complete bills and obtained much less state funding per pupil than the opposite eight.
“It’s a lot simpler to dismantle rural establishments than nonrural establishments,” he stated. However it prices college students by leaving them with fewer in-person studying alternatives, he stated, and hurts the encircling economies by shrinking the native tax base.
“Buildings are being torn down, companies within the cities are closing, and we nonetheless shouldn’t have enrollment numbers out of the merged campuses that present us that this was a profitable motion,” Koricich stated, including that he took situation with outsiders like Greenstein coming in and telling locals find out how to repair the system. “I bristle at anyone who went by all the most elite bastions of worldwide larger ed and is then taking away alternative from others, from children like me.”
The consolidation wasn’t simple for a lot of workers. Kenneth Mash, president of the Affiliation of Pennsylvania State Faculty and College Schools, stated that for school members the method felt rushed, “and we’re nonetheless struggling the repercussions.”
Essentially the most vital affect, he famous, was the shrinkage in workers dimension. Though a $200 million pledge from Governor Wolf helped guarantee a three-year reprieve from extra furloughs and cuts, the system nonetheless decreased its school head depend by greater than 800 by attrition and retirement incentives, dropping from 10,356 in 2020–21 to 9,531 in 2022–23.
And although shrinking the workers produced an estimated $207 million in cumulative financial savings for PASSHE over the course of 4 fiscal years, Mash stated it left the remaining workers underneath elevated stress: “Our school on the establishments have been fairly severely holding them along with duct tape.”
Schweyer, Koricich and Mash all had strategies for what may have been finished as a substitute. Proposals included making a greater case for elevated funding with out consolidation, recruiting and higher serving grownup learners to spice up enrollment, and consolidating extra suburban establishments that would higher bear the change by absorbing the financial loss.
“We do perceive the realities of the world. The system was not working,” Mash stated. However when school members expressed their considerations and their alternate concepts at city corridor hearings, he stated, “they felt that these have been, for probably the most half, theater. They weren’t being listened to.”
Constructing Political Belief
Lawmakers, significantly Republicans, usually credit score the consolidation—together with a seven-year tuition freeze—for restoring belief within the system and successful help for a historic increase in appropriations from the final meeting. Consultant Jesse Topper, minority chair of the Home schooling committee and co-sponsor of Act 50, described Greenstein as a “transformational chief.” He stated that though a number of lawmakers raised considerations about how consolidation would affect the establishments of their districts, they finally bought on board, seeing the transfer as a necessity.
“The popularity was that we can not proceed to do issues the identical approach and count on completely different outcomes,” Topper stated. He stated legislators basically advised Greenstein, “‘Should you can exhibit to us that you would be able to lead this technique by this sort of transformational change, we’ll be there with the cash to help you.’ And we have been,” Topper added.
Not all larger ed establishments within the state bought the identical therapy. The 4 state-related establishments—Penn State, the College of Pittsburgh, Temple and Lincoln—that are quasi-public, which means they don’t seem to be owned by the state however do rely partially on state funding, haven’t seen related funding will increase. For instance, even after a long-standing funds freeze lastly thawed final December, all besides Lincoln, an HBCU, have been funded on the similar degree as 2022. In the meantime, PASSHE noticed a rise of $33 million, or 6 p.c.
Topper stated the disparity is due largely to the truth that the state-related establishments have distinctive autonomy, and status as R-1 analysis universities. However he famous that legislators haven’t constructed the identical type of belief with their leaders as they’ve with Greenstein.
It wasn’t at all times that approach.
“Individuals kicked the ever-loving crap out of Dan throughout these funds hearings, me being on the very high of the checklist,” Schweyer stated.
At one level, the chancellor advised lawmakers at a listening to that if he couldn’t collect sufficient help to implement the consolidation, he would suggest that the system be dissolved altogether. Schweyer subsequently known as for Greenstein’s resignation.
Trying again, Greenstein stated it was “most likely an offhand comment” he made, however that it was additionally his approach of conveying that “the colours on our palette have been fairly restricted” and one thing needed to be finished. Schweyer stated that whereas he knew Greenstein’s assertion was hyperbolic, “it actually pissed me off within the second.”
It took time and lots of behind-the-scenes conversations, however Schweyer stated the connection has come a great distance over the past two years. “We’ve gotten to a considerably higher place, largely as a result of I misplaced the combat on consolidation,” he stated. “My job was to say, ‘All proper, we misplaced the combat. Now, how will we make it work?’”
College presidents within the PASSHE system additionally praised Greenstein’s skill to construct unity and set up accountability, noting that the sense of coordination he created throughout all 10 establishments is turning into essential for public larger schooling methods, particularly in an period of plummeting enrollments and mounting skepticism in regards to the worth of a school diploma.
“We had 14 establishments, and I’m not going to say we had 14 alternative ways of trying on the information, however there have been most likely 5 or 6,” stated Kenneth Lengthy, president of East Stroudsburg College. “[Greenstein] unified that.”
Throughout the nation, larger schooling has turn out to be a story of two cities, Lengthy stated—the haves and the have-nots—and Pennsylvania is a chief instance. However while you’re a part of a system, a series is barely as sturdy as its weakest hyperlink.
“Dan would say very often, ‘It’s one checkbook.’ And when he first began saying that, it bought quite a lot of us fearful, like, ‘What do you imply, one checkbook?’” Lengthy stated. “However what he meant was, if one among our faculties fails, all of us must pay for it in some way, and that makes us extra accountable to 1 one other.”
It was difficult at first, Lengthy stated. Making a lock-step method required constructing a brand new infrastructure for systemwide information, a brand new uniform dictionary and construction for budgeting, and the boldness to name each other out on questionable choices. However it’s paid off: Now Lengthy meets with the opposite presidents greater than with a few of his personal campus cupboard members, and systemwide infrastructure is getting used for pupil success in addition to funds. And It has made switch between four-year establishments and from in-state neighborhood faculties extra seamless, boosting retention and diploma attainment.
Greenstein believes these relationships have been additionally indispensable in bolstering variety, fairness and inclusion efforts on campuses, which many different pink and purple states have struggled to achieve help for. Early in Greenstein’s tenure, the system got here underneath fireplace from college students and workers over racial discrimination on its campuses. The claims led Chad Dion Lassiter, govt director of the Pennsylvania Human Relations Fee, to conduct a two-year statewide examine known as the ENOUGH Listening Tour and advocate reforms comparable to requiring variety coaching periods for school, workers and college students, hiring and elevating campus DEI officers, and adopting new methods to draw and retain Black and brown school.
Greenstein stated that regardless of a conservative push in opposition to DEI efforts in states comparable to Ohio, Texas and Florida, Pennsylvania’s legislators have largely proven help or, on the very least, indifference to PASSHE’s efforts to use these suggestions. “It’s as a result of the dialogue right here, frankly, is at the next aircraft,” he stated. “Partly that has to do with the truth that PASSHE went by this integration course of,” nevertheless it additionally has to do with utilizing that belief and respect to clarify why DEI is about extra than simply race. Finally, he stated, “It is a dialog about retaining the lights on within the economic system.”
‘A Lengthy Approach to Go’
As Greenstein prepares to depart workplace in October and be a part of the upper schooling advisory workforce at Baker Tilly, views on his legacy—and the state of the PASSHE system—stay combined.
Some, like Kenneth Mash, are able to see Greenstein go. “These positions have shelf lives for a cause,” he stated. “The image [of his legacy] is difficult. He was in a position to accomplish some vital issues, however there have been additionally issues that also should be cleaned up after he’s gone.”
However others, like Kenneth Hawkinson, president of Kutztown College, recognize what Greenstein has completed and hope that whoever succeeds him stays the course.
“Dan put in place an excellent basis for the long run,” he stated. “We’ve accountability. He’s developed belief and a constructive relationship with the Legislature, who’ve considerably elevated funding for public establishments; he’s put in place a statewide settlement with all of the neighborhood faculties. We want somebody to simply proceed to construct on all the nice issues he’s put in place.”
Greater ed consultants praised Greenstein as a vital chief for a state and a system in want of contemporary power.
“His forging of such a disruptive plan and getting individuals behind it was one vital success,” stated Brian Prescott, president of the Nationwide Heart for Greater Training Administration Methods. “PASSHE’s future stays a little bit murky … however it’s in a a lot stronger place for Dan’s management.”
Catharine Bond Hill, managing director of Ithaka S+R, stated it shouldn’t be neglected that Greenstein and state leaders like him are pressured to deal with an “extremely difficult state of affairs.”
“These are actually exhausting points, and to convey collectively all the constituents … It’s not possible to do it completely,” she stated. “However a part of what Dan was in a position to do was to acknowledge that state legislatures have been going to wish to really feel that establishments have been really making an attempt to deal with a few of their challenges, and never simply saying, ‘We’re going to stay with the established order.’”
The outcomes of Greenstein’s daring method received’t be clear for a while. PASSHE’s monetary prospects have brightened a bit, with its debt decreased by $229 million. Working margins and reserves have stabilized. However whereas some establishments are discovering better success in filling their seats, system enrollment has continued to say no, dropping from about 98,000 college students in 2018–19 to 83,000 in 2023–2024.
“We’ve an extended method to go, but when these insurance policies weren’t in place, mixed with a pandemic and the troublesome marketplace for larger ed in Pennsylvania, our monetary state of affairs could be considerably extra worrisome,” stated Kevin Hensil, PASSHE’s director of media relations.
Greenstein stays optimistic in regards to the far-reaching results of the sweeping modifications made since he got here to PASSHE.
“There’s an extended method to go, however there’s this can-do perspective,” Greenstein stated. “And this isn’t about me or the board or the Legislature. That is in regards to the 10,000 workers who put their shoulders to the grindstone in an aligned approach—as a lot as you’ll be able to accomplish—and look what we are able to do.”
(This story has been up to date to mirror that California’s decline of 400,000 college students following the 2008 recession was throughout all the state’s public larger ed establishments, not simply the UC system.)
