Our interviewee today is not allowed to give interviews — under the terms of her employment contract. The senior position she holds at an American university obliges her not to make her political views public and to exercise the utmost caution in public statements. But the changes now taking place at American universities are so far-reaching that she agreed to talk with T-invariant about the serious challenges facing higher education. Her experience as a department chair and dean, and later as a vice president, helps her today to map the critical points in the development of the academic environment: how the new presidential administration is affecting university life, how the Israeli-Palestinian conflict has split it, how artificial intelligence is influencing teaching and its administration, what the shrinking of university budgets leads to, and, most importantly, how the very logic by which higher education works has changed.
Top news on scientists’ work and experiences during the war, along with videos and infographics — subscribe to the T-invariant Telegram channelto stay updated.
The economics of structural deficit
T-invariant: You spent more than ten years in administrative work: first as a department chair, then as a dean, and now as a vice president. What changes have you observed over this time, in funding, in administration, in relationships within the faculty, in university politics?
— The most obvious and the most constant thing: there is less and less money. When I was just starting out as a chair, my institution could end the year with a surplus, and that money made it possible to fund special projects. Now many universities are already approaching a state of structural deficit.
It’s important to understand here that American universities are very different, and their funding is structured differently too. There is, for example, the Carnegie Classification by level of research activity. It currently distinguishes R1, R2, and Research Colleges and Universities. For R1 the threshold is at least $50 million in research spending per year and at least 70 research doctoral degrees; for R2, at least $5 million and 20 research doctoral degrees. The next category begins at $2.5 million in research spending. Five million is quite an attainable sum for a small college: the total budget of such an institution might be, say, around $150 million.
R1s are especially vulnerable right now because of cuts to federal research funding. A significant part of their research budgets comes through the NSF, the NIH, and other federal agencies. When those grants are cut, such universities face very serious budgetary problems.
And a grant brings the university money not only for the research itself. What matters here is overhead: the funds the university receives and uses to maintain its infrastructure and its other operations. This is a very significant part of grant funding, sometimes 50 to 60 percent of the entire grant. So R1s, but also R2s and other research universities, depend very heavily on that money.
As I see it, this process began long ago, around 2001: federal research funding started to shrink gradually. Under Obama it was no longer being cut at the same pace, but it did not return to previous levels and did not grow along with inflation. So the financial pressure on universities built up over years.
I myself never worked at R1 universities. For public universities at the R2 level and below, a different source of money matters: state appropriations, that is, ultimately, tax revenue. These too were either cut or stayed at roughly the same level and completely failed to keep up with inflation. At the same time there is strong political pressure not to raise tuition. And now the number of students is falling as well. Even if enrollment were not declining, with this kind of financial structure we would still find ourselves in a very difficult situation.
T-i: And what changed on other levels, for instance, in the university and administrative environment itself?
— A huge change is online education. This is a separate and very complicated topic. Even before the pandemic there were MOOCs, which exist partly outside the traditional university system. Some universities moved very aggressively in this direction and made online education massive and accessible. Then came the pandemic and the total shift online, and in the last two or three years AI appeared as well, and the interaction between online education and AI has created a completely new set of problems.
But there is a deeper change that I think about a lot. It seems to me that the very model of liberal arts education, which is very specific to the United States, is becoming unsustainable.
For someone who received their education outside the United States, the concept itself looks rather strange at first. American higher education rests on the idea that college education should be formative rather than narrowly preparatory: it should teach people to think critically, write well, understand how the world works, and be civically engaged. This idea is very deeply embedded in the American university system.
Historically, this model grew stronger over the nineteenth and twentieth centuries: even institutions that began as teachers’ colleges gradually turned into broad-based universities with courses in history, philosophy, anthropology, literature, political science, theater, and other fields.
But it seems to me that the economic conditions that allowed this model to exist in the United States in the twentieth century have now disappeared.
This model was especially viable as long as the United States had a very strong and well-off middle class in which really only the father of the family earned money. In the popular image of the 1980s and 1990s, a single salary could support a suburban house and a family, while four years of college let a child spend several years exploring history, philosophy, or anthropology without having to answer immediately what income that degree would bring. This kind of economy made possible the idea of education as an extended period of exploration before choosing a career.
Today far fewer families can afford this luxury. A student wants to understand in advance what they will do after graduation. So, especially after the pandemic, career readiness has become a much stronger focus: how to connect a major with a specific career, how to build a career map for a student, how to explain the value of a specialization in history or sociology.
There is another feature of the American system that looks rather unusual to someone from Europe or Asia. In many countries you can enter a professional program right after school and train to become a doctor or a lawyer. In the United States, medicine and law belong to the next level of education: before applying to medical school or law school, you need to earn a bachelor’s degree. So the path to a profession turns out to be much longer.
At the same time, professional schools are usually built into a large university. Few independent teachers’ colleges remain today, and medical schools too are usually part of universities. Even engineering schools, where you can go straight into professional training, frequently exist inside universities that also have departments of history, philosophy, and anthropology. So the American university has to sustain this whole broad structure of liberal arts, even if a significant share of its students come there for a quite specific profession.
T-i: And how is this shift in student demand now affecting the university’s structure?
— In the big cities of the United States dozens of colleges and universities exist side by side, and many have their own departments of history, philosophy, anthropology, literature, political science, and theater. Every department needs students who will major in one of the subjects it offers. When the number of such students falls, the old structure stops being sustainable.
And the problem is broader than just a crisis of the humanities. Until recently, accounting and computer science were considered almost ideal career-oriented fields. Now AI is making even these trajectories less obvious. A university cannot simply replace an “impractical” humanities major with one that is guaranteed to be practical: the labor market changes faster than curricula.
Over the past decades, independent research institutes have also been disappearing. This was especially noticeable in biology: as federal funding was cut, many of them became financially unstable and either closed or were absorbed into universities or hospital systems.
T-i: What consequences has all this had, for teaching loads, for instance?
— Teaching load is fairly complicated, because you usually can’t simply increase it. It is fixed either by university bylaws or, in many public universities, by collective bargaining agreements with unions. Those also set the pay scale. So one of the main ways to save money looks different: when a tenured professor retires, their position is increasingly just not reopened.
It’s important to distinguish between different periods here. In the mid-2010s, universities were already under chronic financial pressure, but there were still plenty of students. In the big cities of the United States there was, at the same time, a large market of people with PhDs in history, philosophy, and other disciplines who were looking for academic work. Universities could hire them as part-timers for individual courses for far less money than tenured professors.
Gradually a whole layer of career adjuncts emerged. An instructor might teach at one university on Tuesday and Thursday, at another on Monday and Wednesday, and offer courses in the fall, spring, and summer. Some accumulated a very heavy load this way and essentially lived on teaching alone. In public systems, with a maximum teaching load and a benefits package, you could even reach a fairly decent annual income, but at the cost of an enormous number of courses and giving up research almost entirely.
For a long time I thought this replacement of full-time faculty with part-timers (what’s called adjunctification) was happening in more or less the same way across the country, because I worked in a big city myself. But then I realized how much this model depends on geography. It works well where there are many universities and many people with doctorates nearby: in the big cities of the United States a person can teach in several places at once and doesn’t have to move for a single course.
In rural America the situation is completely different. If a university is in a small town and needs a specialist, a person with a PhD won’t move there for five thousand dollars a course. There simply isn’t a large enough local market for academic labor. So adjunctification was a very uneven process: in the big university centers it could reach enormous scale, while in many rural areas the model barely worked at all.
And now, in many places, the trend has reversed. There are fewer students, and it is extremely difficult to dismiss faculty on permanent contracts. Moreover, in the United States age discrimination is prohibited, and you can’t simply push older professors toward retirement.
The pandemic changed this situation even more. Everyone learned to teach online, and now an older professor sometimes doesn’t need to come to the university regularly at all. I’ve seen professors well past eighty who calmly log onto Zoom twice a week, teach their usual courses, and continue to receive a full professor’s salary. If there are medical grounds that qualify for an accommodation, they can secure the right to teach remotely. In public universities this sometimes slows the renewal of staff even further.
At expensive private colleges the pressure runs strongly the other way: students are paying in part for the in-person experience and react very negatively if an instructor tries to replace on-campus classes with Zoom sessions. So the ability to move fully to remote teaching depends heavily on the type of university.
As a result, when a budget has to be cut today, the first vulnerable group is now the adjuncts themselves. Some of them built their entire professional life on this work over many years, stopped doing research and publishing, and are now at a serious disadvantage when a tenure-track position opens up somewhere. I’ve seen units where, before the pandemic, adjuncts taught half of all courses, and now only one or two of them are left.
It turns out to be a rather sharp historical reversal. First, chronic underfunding combined with large student numbers encouraged the mass use of adjuncts, especially in big cities. Now enrollment is falling, the tenured faculty remains protected and is aging at the same time, and universities are economizing above all on the very layer of adjunct faculty that they themselves created over the previous decades.
Overcoming inertia
T-i: Is the number of permanent professorial positions still shrinking, then?
— Yes, it is. When a professor retires, it is much easier not to reopen their tenure-track line. That is exactly how the cuts happen: you don’t necessarily have to fire anyone, you can simply leave positions unfilled for years. Hence the aging of the faculty and the gap between disciplines that are still hiring actively and those where the department is gradually shrinking.
In 2022–2023 we had a brief reversal at our college. Thanks to federal stimulus funds and the ability to justify new hiring in terms of social mobility, we managed to hire many new full-time faculty on tenure-track lines, including replacing some of the adjuncts. We argued that students from low-income families, of whom we have many at our university, should also have direct access to full-time faculty who are based at the university, do research, and can properly mentor them. It was a very good period, but then funding tightened again.
T-i: And what is happening with the positions of ordinary staff? Are they being cut too?
— Interesting things are happening here. I’ve long had the sense that computers took over the world, but in a way that makes sense for computers: they made us perform more and more tasks we had not performed before, because it became technically possible to create them. What used to be done in the 1990s with a single paper form now turns into several electronic forms, reports, approval systems, and databases.
Hence a strange effect: software, fast internet, Wi-Fi, platforms, specialists for each system — all of this raises the cost of the university. And you need more people, not fewer. We once thought the internet would reduce paper use; the opposite happened. It’s a similar story with staff. Every automation gives rise to new operations and new duties, and in the end the digital infrastructure itself feeds the budget crisis.
AI so far doesn’t look like an exception. It can automate a particular task, but at the same time it creates new demands for oversight, reporting, training, and academic integrity.
T-i: And what changes have there been in what students want, and in how the university responds?
— Over the last two years I’ve seen a fairly rapid retreat from online education, especially among undergraduates. For my students, online courses were very appealing at first. I worked at a public university where many students come from low-income families and work while studying, so the ability not to come to campus every day solved a real problem for them.
But a contradiction soon became apparent: students want online learning, but many of them simply don’t succeed in an online environment. I had students who logged into class while working a store cash register or sitting at their workplace. Formally they were present, but in practice they couldn’t fully participate. Such students began to fall behind, and many of them eventually dropped out of the university altogether.
So now I see a reverse movement: students themselves more often choose traditional in-person courses. The online format, of course, isn’t going anywhere: it’s too important for working students. But the idea that it by itself solves the problem of access to education turned out to be too optimistic. Access to a course does not yet mean the ability to actually learn.
The arrival of AI has added another problem. In an online environment it becomes ever harder to tell whether a student is really doing the work themselves. AI imitates human text very well, and almost any technical measure we try to use against academic dishonesty can be circumvented. So the return to in-person classes is also connected with a very practical question: how to make sure the student is actually learning.
T-i: What changed after the current federal administration took office?
— There are two obvious shifts. The first is rhetorical: from Washington we increasingly hear the idea that higher education is overrated and that what society really needs is vocational and technical training, short programs, and non-academic online courses.
Up-to-date videos on science during wartime, interviews, podcasts, and streams with prominent scientists — subscribe to the T-invariant YouTube channel!
The second is a sharp reversal around DEI policy. For the last twenty or thirty years, the development of DEI was one of the central paradigms of the American university. Offices, programs, grants, and strategic plans were built around it; universities sought to increase diversity among students, faculty, and staff.
When I came to American academia from a different educational system, the point of this policy was not self-evident to me. I was strongly influenced by conversations with colleagues and students. One colleague put it this way: if a society has systematically discriminated against a particular group for a very long time, simply declaring formal equality is not enough, becauseeconomic inequality and a culture that has built up over centuries will still remain. Society is better off when social groups are not locked into a social environment where poverty, criminalization, and drug addiction thrive.
Now an almost 180-degree turn has taken place. Programs built around DEI are losing funding and have been outlawed; legal offices are demanding an inventory of anything that might conflict with the new federal rules.
There is no systematic response to these changes yet. There is a lot of confusion, attempts to understand the limits of what’s permissible, and a desire not to attract unnecessary attention. In more liberal states, universities feel some political protection, but even so they are much more careful about what they put in writing.
My own approach to diversity was always fairly moderate: make searches for job candidates and students as broad as possible, avoid labeling, resist stereotypes, and make the university welcoming for staff and students of different backgrounds. But even that isn’t enough. You have to train campus security and support staff so that they don’t begin an interaction with staff or students on the basis of their appearance or accent.
T-i: What changes of recent years do you see in the students themselves?
— The way students communicate has changed. Before the pandemic, instructors complained that students talked to each other too much in class and couldn’t sit still. After the pandemic I sometimes observe almost complete silence. One recruiter asked me: “Why are all your students whispering?” They find interpersonal communication very stressful, but at the same time they crave it. So sometimes effective pedagogy today consists literally in making them talk to each other in an organized way.
T-i: Why does academia, seeing these threats, change so slowly?
— Because academia is structurally conservative, and I don’t mean politics here. Because of financial constraints, universities hired too few young faculty for many years, and the faculty is aging. Curricula are aging too. Articles that were an intellectual revelation for me in graduate school I still want, out of habit, to assign to students, even though they are now twenty or thirty years old.
I often think of the Red Queen from Through the Looking-Glass: “it takes all the running you can do to keep in the same place,” which means that to get somewhere you have to run twice as fast. Technology and the labor market change at enormous speed, while curricula and ways of teaching are conservative and dogmatic. That’s why hiring younger and early-career faculty matters not only as a question of fairness in the labor market. It is one of the ways to renew the content of education.
The university and “big” politics
T-i: Is there any political or social force beyond academia that is seriously interested in the development of American higher education?
— My short answer: I don’t see such a force. None of the political parties makes higher education a priority on its agenda. The Democrats have many social programs; among Republicans there is now strong criticism of universities. For governors and Congress, higher education competes for funding with healthcare, transportation, housing programs, support for people with disabilities, environmental projects, schools, and many other areas.
University presidents, of course, lobby governors, Congress, the federal administration. But they aren’t the only ones lobbying; everyone does. From inside the university it seems obvious to us that our funding, specifically, is critically important. From the outside, we are just one of many groups, each of which can present a convincing list of public needs.
Outside the big cities in America, transport and social infrastructure are very weak. Between small towns there may be almost no public transport: train service is infrequent, if it runs at all, the bus network is weak, and without a car it’s hard to reach even the nearest town. You come across poor towns with empty houses and a very limited set of jobs.
That’s exactly why a university there acts as an economic anchor. It brings in hundreds or thousands of students, hires faculty and staff, and around it develop rental housing, cafés, sports facilities, schools for employees’ children, medical services, and cultural events. Often it is the only place in the county where an educated middle class is consistently present. If such a university disappears, it can leave an economic desert behind.
So the question of closing a small public university is at the same time a question of regional policy, even if in university budgets it isn’t called that.
T-i: Then what can universities actually do themselves?
— Public universities retain a strong resource: they can provide high-quality education at a comparatively low price. There is demand for this, and there is a public payoff too. So public universities have a convincing return on investment, ROI: their graduates on average earn more in the labor market, while tuition there is far lower than at expensive private colleges. Our weak point is that we are often bad at telling families and high-school students about this.
We will have to take the demand for career readiness more seriously, work more actively with local communities and schools, and explain better what a university does. Popularizing research is also becoming part of the mission: historians, philosophers, political scientists, and physicists go on YouTube and make short videos explaining their research to a broad audience. Academia long considered such work secondary; now it is becoming a matter of survival.
I don’t really believe that the main survival strategy will emerge from a nationwide or transnational coalition of universities. American institutions are too different: public ones are funded by the states, private ones compete for students, grants, and donors, and there are also religious universities and military academies. It’s useful to meet and talk, but real solutions are usually region-specific.
T-i: Have political conflicts between faculty become sharper in recent years?
— Political differences have always existed and often ran along disciplinary lines: roughly speaking, a finance department might be more Republican, while a sociology department might be very liberal. But in recent years I really have seen extremely sharp conflicts around Israel and Palestine. Sometimes at chairs’ meetings I genuinely feared the argument would come to blows.
As a dean I tried not to show my own political views. So for a while both pro-Israeli and anti-Israeli colleagues were convinced I was on their side, and they took turns coming to my office to complain about one another. In the humanities and social sciences it’s hard to separate a personal position entirely from teaching; it shows in what a person says in class and what they support publicly.
What amazes me most is something else: faculty can mobilize emotionally far more around Middle Eastern politics, which the university can barely influence, than around their own budget and the future of their institution. They merely complain about the lack of funding, but when they discuss the conflict over Israel they’re ready to shout at each other for hours.
T-i: And don’t unions and collective protests give faculty a channel of influence?
— Unions can indeed be active in the fight for funding and contracts, but the protests themselves are often surprisingly small. I went to major rallies in defense of funding for the natural sciences, and each time I was struck by how much smaller the turnout was than I had expected.
There are many reasons for this. A tenured professor has a protected contract, good insurance, a relatively decent salary; the budget crisis isn’t always felt as a matter of life and death. Besides, the bloated bureaucracy keeps people constantly busy with small tasks. On a day off, a person chooses between a rally that probably won’t change anything and their family.
Younger faculty, in my observation, are not necessarily more active than their elders either. Sometimes they are in a much more vulnerable position and are afraid to take risks; sometimes they are simply overloaded. To really understand this, you’d need a separate, sociologically grounded conversation with people about why, on a given day off, they do or don’t go to a protest.
There are internal conflicts too. The same union can represent both full-time and adjunct faculty, whose interests don’t always coincide. Some unions took very hard positions on Israel, which made some Jewish faculty drift away from them. When yet another political agenda is added to a rally in defense of science, you inevitably push away some of the potential participants.
T-i: Do the political divisions among students look the same?
— In the big cities of the United States, the student body is global. The conflict over Israel and Palestine made student politics very visible for the first time in a long while. The division was palpable and did not disappear in a single academic year.
The reaction to immigration policy, meanwhile, looks different. Vulnerable students are often simply afraid, while part of the local student body can be fairly conservative on immigration. At first glance it’s strange that there is intense campus activism around an international conflict and much less around domestic immigration policy, but these issues probably affect different groups of students.
University leadership in recent years, in my experience, tries to take as neutral a position as possible: not to issue loud political statements, not to invite deliberately provocative speakers, to emphasize academic work. The logic is roughly this: don’t draw unnecessary political attention to the university.
T-i: Did the conflict over Israel and Palestine change the composition of the student body itself?
— In some large urban universities, my impression is that after the sharpest campus conflicts the number of Jewish students declined. Some families preferred quieter private institutions, perceived as more openly pro-Israeli or simply more controlled. I can’t turn my own observations into nationwide statistics, but locally the change was noticeable.
T-i: We’ve barely talked about international students. What has changed here?
— In the late 1990s, international students were more often described in the terminology of “attracting talent”: the university brings in strong people from all over the world. Later, for many institutions, this also turned into a business model. International students pay higher tuition, so universities began actively recruiting them and building special support systems.
Now visa restrictions are sharply reducing this flow. For some universities this is both a loss of the international environment and a direct blow to the budget. It’s especially noticeable when a large share of international students historically came from one or two countries, and now, in those countries, visas have suddenly become significantly harder to get.
T-i: Do you think that, with all these constraints and difficulties, the American university is able to preserve the quality of its education and research?
— The future is hard to predict, but I believe in the resilience of the model of affordable, quality public education. Enough people still need it, and the mission of social mobility hasn’t gone anywhere.
About research I’m more anxious. The slowdown didn’t begin yesterday: since the early 2000s, individual research institutes have been closing or being absorbed, and federal funding has been shrinking. It seems to me that the United States is gradually losing part of its technological advantage, including in biology and biomedicine, and increasingly importing technologies and ideas from East Asia and Europe. This is a long trajectory, not a consequence of the policies of this presidential term alone.
In education the consequences are less clear-cut. Professors like to say that students “aren’t what they used to be,” but I’ve had very strong groups even in recent years. They just need to be taught a little differently. If you adapt teaching methods to how they take in information today and interact with each other and with us, you can get good results.
T-i: So it turns out that the principles of tenure and shared governance both protect the university and prevent it from restructuring quickly?
— Yes, there is a constant tension here, but it is built into the system itself. Faculty can unite, object, slow things down, or change decisions. Sometimes they defend what seems to me outdated; sometimes it is precisely they who keep the administration from making a catastrophic decision.
Over my years in university administration, relations between faculty and administration moved in waves between conflict and cooperation. It depends on the financial situation, on personalities, and on the specific issue. I don’t consider the tension itself a defect. A university is built around tensions among competing interests: financial sustainability, academic autonomy, and concern for students’ interests. What matters is that all these opposing interests and views actually help us move forward rather than stand still.