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Luminosity, the website that styles itself as the “web’s most popular brain training program,” has delved into its database of users to rank colleges and universities:
At Lumosity, we have the largest database of human cognitive performance, with over 30 million users from around the world who have played our diverse set of engaging cognitive training games over 450 million times. Given the large number of college-age users in the United States on our site, we were interested in whether we could harness our database in order to assess universities based on a new and different measure than the one used in any of the existing rankings - the cognitive performance of their students.
For our analysis, we looked at a user’s scores the first game he or she played a game in each of the five Lumosity Brain Areas: Speed, Attention, Flexibility, Memory and Problem Solving. Only users who had played at least one game in each area, and who had provided their date of birth and gender were included.
These users were assigned to universities based on self-reported email addresses and/or the web domain associated with his or her IP address… This resulted in a candidate sample of 89,699 users…The resulting partialed scores were then added together and renormalized to create our Grand Index score… We ranked institutions based on their median Grand Index score…
The College scores pretty well:
Luminosity also reports that its findings on student aptitude are strongly correlated (r=.79) with median SAT scores and U.S. News rankings. In the test’s specific areas, Dartmouth students scored well, too:
Problem Solving: #14
Speed: not in top 25
Maybe we can replace our Admissions Office with a test center that has people do Luminosity’s brain games?
Back in May we reported that Maurice Johnson ‘13 had been arrested after entering a room in Phi Delt and stealing various items. We noted also that some type of assault took place as well. Well, justice is now being done, and Johnson has been charged with several misdemeanors, as you can see from the below composite document. Insiders expect that he will do some time.
Addendum: The prosecution of Parker Gilbert ‘16 on the charge of rape is moving ahead slowly. Gilbert has chosen another attorney, Robert Cary ‘86 of the Washington law firm of Williams & Connolly, to lead what appears to be a high-powered legal defense team.
So how is the endowment doing against everyone else? We’ve noted that the College sank a lot of money moving the endowment managers’ offices down to Boston, though I could never figure out why this was a priority. And we, and the State of New Hamsphire, have observed that a good chunk of the endowment is in the hands of Trustees’ investment funds. Has this strategy been worth the effort, and the controversy?
Last year, our $3.7BN endowment returned 12.1%, which places us fourth in the big schools league table compiled by The Skorina Letter, a communication of Charles Skorina & Co., a search firm that recruits chief investment officers and senior financial professionals. The endowment’s return beat the classic 60/40 equities/bond allocation by a healthy 1.7%:
However, over a five-year span, despite active management by Trustees and the College’s investment staff, we underperformed a 60/40 equities/bond allocation by 1.8% annually. The only major endowment to beat the 60/40 allocation was Columbia, and its performance was only 0.6% annually above that of a plain vanilla strategy.
One should wonder in general, and as regards the College specifically, if the time, effort and investment in professional money managers is really worthwhile. Is Pam Peedin really worth $825,429/year, when we cannot match the market?
Inside Higher Ed questions whether the era of high market returns is over, suggesting that, as a result, schools had better watch their pennies. And this extended piece in Institutional Investor makes the case against active management: Beating the Market Has Become Nearly Impossible.
Addendum: In a recent report on October’s Alumni Council meeting, Russell E. Wolff ‘89 T ‘94 summarized Pam Peedin’s comments on the endowment as follows:
The primary long-term investment return goal for the endowment is 8 to 9 percent per year, which allows the endowment to maintain purchasing power after providing for the annual distribution to operations and adjusting for inflation. Dartmouth’s endowment has succeeded in meeting that goal, generating an annualized return of 9.4 percent for the 15 years ending June 30, 2013, and outperforming the 4.2-percent average annualized return for the Standard & Poor’s 500 Stock Index during the same period. Dartmouth’s endowment rate of return also compares favorably with the broad universe of peer colleges and universities, ranking in the top-quartile of the Cambridge Associates Universe of Colleges and Universities.
Note that Peedin did not let on that our endowment growth has been the worst in the Ivies since 2000, after having been the best between 1990-2000, nor that returns over the past half-decade have not come close to meeting her goals.
Yesterday we saw how Dartmouth spends $105,491,000 more each year than Brown University, even though Brown has 36% more students than the College. Brown cost only $729,182,000 to run in 2013 vs. $835,273,000 for Dartmouth.
Let’s work that out on a per-student basis. Of course, to do so, we’ll need to take out sponsored research, which can skew these expense numbers. And while we are at it, let’s compare Dartmouth and Brown with several other predominantly undergraduate schools in New England:
Yikes! The cost per student at Dartmouth is 35.38% higher than at plushy Williams, and it is 56.73% higher than at Brown. After that, the comparison gets really ugly: 76.82% higher than at Tufts; 139.01% higher than at Boston College; and $142.15% higher than at Brandeis.
Here’s a suggestion for Phil’s management team: get down to these schools, or better yet, hire some rigorous consultants, and obtain the following information:
● How many people each school has working in its various functional areas;
● What they are paid for their various bureaucratic jobs; and,
● The value of the benefits that they receive in addition to their wages.
Then, as my first-grade English teacher used to say: compare and contrast with the Dartmouth bureaucracy.
After that, act. Forcefully. If we could just get our per-student cost down to Brown’s level (but keep our current level of sponsored research), we would cut $236,623,634 from the current budget. Not an unachievable target, especially given that the cost of doing business and living in Providence is higher than it is in Hanover.
But that level of cost reduction is not the real goal. The $236,623,634 figure is just a preliminary indication of how much fat there is in the College’s budget. Rather than cutting all this money, Phil could re-allocate about half of that amount to reducing the draw on the endowment, and use the other half to dramatically trim the cost of tuition, room and board, and fees; re-build embarrassingly decrepit dorms like the Choates; and hire more faculty members in order to make a Dartmouth education the finest in the land. My word, you could almost say that this was the core of a strategic plan.
Addendum: The above is textbook Bain & Company analysis, the kind we provided to huge, bloated companies that were fighting for their lives. Phil should start getting our expenses into line before we get to that point.
Brown now has 36% more students than Dartmouth (8,619 vs. 6,342), but in many ways it is similar to the College. Both schools have far more undergrads than grad students, and Brown and Dartmouth do a similar amount of sponsored research: $162,286,000 at Brown; $181,517,000 at Dartmouth. Neither institution has a law school; both have relatively small medical schools.
However, Brown has the misfortune of being in a city where doing business can be costly. Providence has a much higher crime rate than rural New Hampshire, and therefore Brown has 80 campus police on staff, a portion of whom are trained officers of the law carrying guns and with arrest powers; all these employees are better paid than Dartmouth’s 35 Campus Po security guards. Rhode Island has a 7% sales tax; there is none in New Hampshire. And Rhode Island has a 7% state income tax; New Hampshire has none. Real estate is more costly in Providence, as are services and labor.
□ $1,136,000. Good guess. With 36% more students, you might think that Brown costs 36% more to run than Dartmouth.
□ $1,236,000. A prudent guess, too. You’ve taken the 36% figure, and you’ve added a big-city cost premium because of Brown’s location in Providence.
□ $1,064,000. Clever, as well. You’ve assumed that there are economies of scale in running a school, so even though Brown has 36% more students, it only needs one President, one Provost, one Dean of the Faculty, etc., just like the College, so it is less costly to operate than Dartmouth on a per-student basis.
Fooled ya! You are wrong on all three counts, for you haven’t taken account of the elephant in the room: the bloated, overpaid Dartmouth staff. Despite Dartmouth’s smaller size, the College has 2,995 full-time and 333 partime non-faculty staff members on its payroll; Brown only has 2,574 fulltime and 653 partime non-faculty employees. And if the SEIU wage scale is typical of overall employee compensation, Dartmouth’s staff is much better paid than Brown’s, and its members have more costly benefits, even though taxes and the cost of living are much lower in New Hampshire.
So what’s the answer to the question? As a result of the College’s huge staff payroll, the cost of running Brown each year is, wait for it, not higher than running Dartmouth; in fact, it is lower by $105,491,000. Brown only costs $729,182,000 to run each year, vs. $835,273,000 for the College:
You’ll need to add depreciation to total expenses at Brown to get the sum cost of the institution in 2013: $729,182,000. In its financials, Dartmouth includes depreciation in its total expense figure of $835,273,000:
How the heck does Dartmouth cost $105,491,000 more to run than Brown? It is obvious that the College should cost substantially less, don’t you think? In fact, almost all of the difference comes from the total cost of wages and benefits, which at the College is $475,574,000 and at Brown is $388,859,000 — a difference of $86,715,000.
If you feel outrage at this figure, welcome to the club. You don’t have to be a management consultant to understand that expenses at Dartmouth are still wildly out of control. The cost of running the College should probably be $105,491,000 less than running Brown, not more. By my lights, Dartmouth’s total budget is at the very least over $200 million higher than it should be.
Addendum: There is no reason to think that Brown is a well run institution. Its managers are undoubtedly motivated by the same Rawlsian ideologies that have led to Dartmouth’s near insolvency. But if Brown can be somewhat efficient, then Dartmouth can be, too. After the College reaches Brown’s level of cost management, then we can talk about how lean it really could be.
Last week The Daily Pennsylvanian lamented that Penn had yet again been shut out of the Rhodes Scholar race:
For the fourth year in a row, no Penn students have been selected as recipients of the prestigious Rhodes Scholarship.
The results of the annual fellowship competition, which sends winners to the University of Oxford for a graduate course of study, were released Saturday. Harvard, Yale and Princeton universities are all well represented among the winners, sending six, three and two respectively.
In total, 857 students applied from more than 300 universities, and 32 were selected as winners…
This year, no students from Cornell, Columbia universities and Dartmouth College won scholarships.
Wrong they were. The College’s students may not have been awarded a Rhodes by the U.S. arm of the Rhodes Trust, but Joseph Singh ‘14 of Toronto, Ontario and Jonathan Pedde ‘14 of Regina, Saskatchewan have been named as Scholars from Canada. Congratulations, gentlemen!
Let’s hope that these two awards are a sign that the College’s arm that helps students apply for scholarships is upping its game. HYP has an impressive administrative machine that assists students in preparing their applications for the most prestigious fellowships starting in sophomore year. The results are obvious.
Read the College’s press release here.
Addendum: While Pedde went to Luther College High School in Regina, Saskatchewan, he actually hails from Indian Head, Saskatchewan.
Who should we blame for the College’s out-of-control spending? If the administration published its complete budget, we could better discern responsibility. How about it, Phil? Looking at the 2013 annual accounts (figures are in 000’s), you can see that spending increased in all categories (except for the “other expenses” area) by between 5.17% and 10.31% — even though the consumer price index rose by only 1.72% over the past year. Who was at the helm to set priorities and make decisions?
Of course, in talking to members of the Arts & Sciences faculty, one learns that most requests about funding for new ideas are met with a standard refrain: “We have no money.” Quite a response from administrators who increased their overall spending by $59,875,000 from the previous year. To put that amount in perspective, net income from undergraduate tuition totaled only $119,186,000 in fiscal 2013. How easy it would be, if the administration exercised a little price discipline, to cease being the second-most-expensive Ivy, the one with the least generous financial aid.
So where did the money go? Obviously, with a 153-person jump in the number of non-faculty staff members, and a fat contract given to the laughing-at-the-bleeding-hearts SEIU union, a good chunk of the cash went to the staff. Increases in wages and benefits made up 60% of the budget jump. No surprise there. But beyond that, we can expect that grad programs, included Kim’s Science of Healthcare Delivery program, ate up a lot of dough.
We’re on a road to nowhere.
Approaching Venice by water taxi across the lagoon from Marco Polo airport offers up the laboring side of the city: construction depots, boat repair shops, the island of Murano and the Greek Orthodox Cemetery. While not as elegant as the Grand Canal on a clear November day (seen below from the Accademia Bridge), the backside of La Serenissima is no less interesting for its view of a town that works with and against the water.
Venice is always worth the visit for herself alone, but the show of 52 Leonardo drawings at the Accademia was a special moment.
In the Valley News the other day, sports writer Tris Wykes lamented the half-time show put on by the Princeton band:
… what causes me to grind my molars are the inane announcements that accompany the band’s “marching”, which is really a bunch of running around aimlessly before assuming a basic formation. This is in the tradition of Ivy League “scramble bands”, as opposed to the more regimented and uniformly-attired musical groups you more often see throughout Division I college football. ..
Frankly, I could care less if Ivy League scramble bands attempt to form the outline of a keg, a bear or Lady Gaga in the nude. They all tend to look the same, anyways. But must there be a student spokesman blathering sophomoric, inside jokes over the public-address system by way of introduction?
The bands try to insult each other and offend opposing alumni without going over an edge loosely defined by administrators. Scripts for this idiocy are supposedly previewed by the home school, but I sometimes wonder if that’s really happened…
I haven’t been to a game for a while, and perhaps with good reason the bands’ shenanigans are not broadcast by WFRD, but back in the day the halftime show included real wit, particularly on the part of the DCMB. Will Sogg ‘56 passed away not too long ago, and his contributions to halftime were noted in his obituary:
When Wilton S. Sogg was an undergraduate at Dartmouth College in the 1950s, he wrote halftime shows for the school’s band. When he attended Harvard Law School a few years later, the university asked him to do the same for its band - though he maintained his show-writing duties for Dartmouth.
One year when the two schools’ football teams played each other, Sogg jokingly considered writing the same halftime show for both bands, but in the end “thought better of it,” said Rabbi Richard Block of The Temple-Tifereth Israel in Beachwood.
“Will had this wonderful twinkle in his eye that communicated mischievous pleasure, mental alertness and a sense of fun,” said Block of his longtime friend Sogg, a past president of the Cleveland Jewish Publication Company Board of Trustees.
There seems to be a design tiff going on over at the Med School. One can imagine endless meetings involving innumerable administrators over just how much emphasis logographers should put on the name “Geisel” and the extent of attention to be accorded the name of the College on the Hill. An alert reader has discerned that in recent months the Dartmouth name has become preeminent, part of the Geisel administration’s ongoing sensitivity to the issue of nomenclature.
The first logo below appears all over the med school website and in most current marketing materials; however, the lower one features in the paper version of the most recent Dartmouth Medicine magazine and on the prominent sign in front of the under-construction Williamson Translational Research building at DHMC. Might we detect the discrete hand of Phil Hanlon ‘77 replacing the wishes of a biologist and an image-conscious MD?
I bet Ted would have had a different take on naming. How about this?
From back in the day when meat was delivered without refrigeration:
You could look it up in your Funk & Wagnalls.
Addendum: Tomorrow night we’ll enjoy a turkey prepared and roasted by our local butcher here in Paris — a bird light years removed from a Butterball.
I can make peace with postdocs in the sciences, but is the below where Phil really wants us to go? Tenured professors should be teaching seminars as the highlight of an undergraduate’s academic life, not researchers who were unable to hire on to a tenure-track job, and whose teaching experience is limited. What is Phil’s goal here?
Jim Kim talks endlessly about his efforts to rein in spending at the College. The administation’s PR arm cites his budget work as Kim’s signature achievement in Hanover, and students repeat the party line, as in this D summary of the Kim Presidency:
In October, Kim expressed concern about the College’s endowment, which dropped 23 percent during the 2009 fiscal year. To manage the College’s budget, the Board of Trustees announced cuts of $100 million. The College laid off 38 employees and added loans to some students’ financial aid awards.
But were there really any “cuts” at all? In fact, at this point, now that the final numbers are in, we might better ask ourselves whether there was even a Kim-era budget crisis, or was the entire exercise a charade to let Kim solve a non-existent problem before moving up to the next rung on his career ladder.
Let’s examine the budget process: an institution like Dartmouth prepares a detailed budget each year for the following fiscal year. Priorities are set, estimates of income and spending are made, decisions are taken in order to balance the two, and then the Trustees formally vote to approve the budget. In the subsequent year each area of the College is duty bound to respect its budget allocation. As such, Kim’s first year as President — July 1, 2009-June 30, 2010 — took place under the financial strictures of Jim Wright’s Fiscal 2010 budget. A few months ago — on June 30, 2013 — we ended Jim Kim’s third and final budget year: Fiscal 2013.
How do things look? Jim Wright’s last budget actually included cuts in spending and manpower. Spending in Fiscal 2010 was down $17,985,000 from the previous year (from $735, 048,000 to $717,063,000) — the first absolute cut in memory — and approximately 40 people were laid off.
From a new spending base of $717,063,000, Kim took over, and his widely publicized budget process established Dartmouth’s level of spending in each of the next three years. With the publication last week of the College’s audited accounts for 2013, we can see the results of Kim’s work:
In all of Kim’s three budgets, expenditures increased, and they did so at an accelerating rate. Only in the first Kim budget was spending growth even with inflation.
Such out-of-control expenditures were entirely consistent with Jim Wright’s overall record of flagrant spending. By 2013, in absolute terms, Jim Kim’s budgets were back on the regression line of Wright’s spending:
Kim’s spending growth did not reach the heights of Jim Wright’s 2001-2003 binge, but Kim-era growth showed every bit of the indiscipline shown by Jim Wright:
Between 1999 and 2013, Dartmouth’s budget grew by 126.4%; the consumer price index rose by 40.2%. And some people still wonder why we are the second most expensive school in the Ivy League.
That said, Kim and his team did make cuts: the number of student courses was reduced, SEIU union members went without a raise for two years (Don’t worry. For the work that they do, they still make about double what people earn in equivalent positions in private companies in the Upper Valley), and the faculty learned to take out its own garbage.
Given the reality of these cost savings and the fact that spending grew nonetheless, it is clear that under Jim Kim cash continued to be wasted at a prodigious rate. Where did the money go? Haiti? The Science of Healthcare Delivery Science Center? The Hanover Inn and other Pentagon-quality building projects? No doubt. But most importantly, as always, spending was directed to the ever-growing non-faculty staff: overpaid and underworked. In 2012, the number of non-faculty employees grew by 4.8% — an additional 153 people.
There are only two things that we can say for certain: all that extra spending did not go toward improving the quality of undergraduate education at Dartmouth — last year the faculty grew by only seven professors; and Jim Kim is now sitting pretty at the World Bank, having conjured up a reputation as a hard-headed cost-cutter.
Addendum: This space has often noted the Kim administration’s tendency to use accounting tricks to achieve its aims. The faculty’s multiple rejections of Kim/Folt’s budget explanations were based largely on a recognition of this kind of accounting legerdemain. Such habits lead one to think that Kim pushed a good number of expenditures from his second to his third fiscal year, secure in the knowledge that he’d have skipped town by the time the audited 2013 figures were made public.
— He [Hanlon] twice spoke of requiring academic departments and administration entities to eliminate 1.5% of what they are now spending to free up funds for “other, more appropriate areas”.
Cutting spending across the board seems unsophisticated to me. Given that salaries, wages and employee benefits constitute over 60% of Dartmouth’s cost structure, and over 15% of expenses are in non-compressible line items such as taxes, depreciation, and interest payments, the task that Phil has really set for people is to cut 6% of the areas of the budget that can be cut: cost items like materials, purchased services and travel.
In fact, there are administrative areas that could be cut in half (like the bloated staff in many administrative areas), and others that cannot be cut at all (faculty departments with one beleaguered secretary).
— President Hanlon, Dean Charlotte Johnson and other speakers made it clear dealing with alcohol problems and sexual abuse is a driving force in the Student Life arena. Among student athletes, the number of non-drinkers has risen from 17% to 35% in the past three years.
It’s always fun to have the College describe the results of student surveys as if they represented reality. Dartmouth students are very good at giving the right answers to questions. Perhaps 35% of athletes do not drink in season (under their coaches’ orders for many teams), but I have a great deal of trouble crediting this statistic with any overarching validity. Perhaps that is the percentage of students who do not binge drink?
— Vice President for Alumni Affairs Martha Beattie pronounced that it’s time to check into what alumni - and the parents of undergraduates - think of the College. A professional survey will be taken “in the near future” - first sampling since 2002.
The results of this survey should be interesting. Parents who have dealt with the ponderous administration will have a word or two to add.
— Also, it was announced that the requirement that when there is only a single candidate for an open elective seat on the Dartmouth Board of Trustees, an alumni-wide election nevertheless must be held, at an average cost of about $70,000 to the College, will be put to referendum. An amendment eliminating the requirement of alumni-wide balloting for uncontested candidates to the board will be voted on by alumni in an election early in 2014.
One has to admire the chutzpah of people who pack the Board so that Alumni Trustees have no say, then they make elections all but unwinnable for petition candidates by cooperating only with the Council’s candidates in sharing mailing lists, etc., and then they announce that they would like to avoid the expense of holding elections when there are no petition candidates running for a seat on the Board of Trustees.
Given the present structure of the Board, there will never be another petition candidate. The College’s alumni have been forevermore disenfranchised, and the Board is destined to remain in the hands of financiers without a thimbleful of knowledge about higher education among them.
Attending the Marine Ball in Paris last weekend — commemorating the creation of the United States Marine Corps on November 10, 1775 — put me in mind of one of the College’s many soldier/scholars. Several speakers recalled the fighting on “Bloody Tarawa” from November 20-23, 1943, where William C. Chamberlin ‘38, the College’s valedictorian and an economics professor at Northwestern, distinguished himself, winning the Navy Cross. (He later won a Silver Star on Saipan and another one on Tinian.)
Born February 9, 1916, in Chicago, Chamberlin enlisted in the Marine Corps Reserve in 1936 during his student years at Dartmouth. He took summer officer training classes at Quantico, Virginia, in 1936 and 1937, then received his commission upon graduation in 1938…
Chamberlin stood upright, fully exposing himself to the fire from the shore, in an effort to encourage his men. The tactic worked on most, but whenever he saw a Marine drop low to the water and refuse to budge, Chamberlin, certain that they would be cut to ribbons by the hundreds of bullets that flew out from Betio, took out his .45 pistol, waded over to the man, and threatened to shoot him if he did not move. Every Marine thus confronted, most likely wondering what had become of the nit-picking officer from the transport, stood and advanced through the fire…
While Crowe headed in, Major Chamberlin took over onshore. He freely moved among the bullets and eruptions as if they did not exist. Once he shepherded the men toward the seawall, Chamberlin began organizing an advance. He regretted one thing — he had placed his pack containing a box of his favorite cigars in the amtrac, which a Japanese shell demolished when it struck the boat. He would have to lead without a cigar protruding from his mouth, at least until he could bum one off Crowe…
The economics professor walked up and down the left side of the beach telling men to “get the hell over that seawall!” Pharmacist’s Mate Bowen, more accustomed to the stolid officer he had seen aboard the transport, said of Chamberlin, “When he got ashore, he was like a wild man! He was not afraid to jump up and lead his men.”…
Chamberlin’s successful attack removed the last of the three Japanese positions that had confined Crowe to the beach area. His forces now rushed to the airfield, where Crowe halted them to avoid being shot at by Jones’s battalion advancing along the south shore…
Bonnyman, whose body had been so badly mauled by Japanese grenades that only the dog tag identified the corpse, received the Medal of Honor for his bravery. Many Marines believe Chamberlin should have been so honored as well, not only for his deeds on the third morning but for the leadership he exuded throughout the battle. Staff Seargeant Hatch contended that Chamberlin has never received the proper acclaim for what he accomplished at Betio, probably because the quiet college professor declined to engage in self-promotion. “He’s the guy that took the thing,” said Hatch, “yet he doesn’t get much credit.”
The College today enjoys the presence of a disproportionate number of veterans in the undergraduate student body — disproportionate, at least, compared to the other Ivies. However, the exact number of veterans at Top 20 schools is a tough figure to pin down. Suffice it to say that having military veterans in Hanover is my kind of diversity. I have gotten to know some of the vets over the years. They bring a level of forthright confidence that is often lacking in other students. It seems that if you have been in a firefight or faced a clench-jawed drill sergeant in bootcamp, the College’s myriad deanlets do not fill you with fear for your precious future. Semper fidelis.
Addendum: Eight to fifteen Dartmouth students participate each year in the College’s Marshall Islands Teaching Program. However, a recent participant in the program informs me that she was taught nothing of the WWII feats of arms accomplished in the Marshall and Gilbert Islands by American fighting men and Dartmouth alumni, though the program’s website does note in detail the American nuclear testing done in the area after WWII.
Addendum: The remains of over half of the Marines who died on Tarawa have never been recovered. The Times has a story today on the ongoing effort to find them and bring them home.
October 18, 2009
When Love Beckoned in 52nd Street
We were at San Francisco’s BIX last evening, enjoying prosecco, cheese, and a bit of music. A full year of inhabitation in Northern California has unraveled to me no decent venue for proper lounging, but…
October 9, 2009
D Afraid of a Little Competish
So our colleague and Dartblog writer Joe Asch informed me that the D has rejected our cunning advertising campaign. Uh-oh. The Dartmouth is widely known as a breeding ground for instant New York Times successes,…
September 4, 2009
How Regents Should Reign
As Dartmouth alumni proceed through the legal hoops necessary to defuse a Board-packing plan—which put in unhappy desuetude an historic 1891 Agreement between alumni and the College guaranteeing a half-democratically-elected Board of Trustees—it strikes one…
August 29, 2009
Election Reform Study Committee
If you are an alum of the College on the Hill, you may have received a number of e-mails of late beseeching your input for a new arm of the College’s Alumni Control Apparatus called…
August 23, 2009
Fare Thee Well, Tom Crady
And now Dean Tom Crady has precipitously announced his departure from the College after only 20 months on the job. How to read this? By way of background, prior to coming to Dartmouth, Crady had…
May 31, 2009
Kangaroo Court, Indeed
In an interview with The Dartmouth, alumni-elected trustee T.J. Rodgers ‘70 explained his reasons for declining to participate in future evaluations of trustees up for “re-election,” namely the “kangaroo court” nature of such discussion in…