To the Editor:
The Chronicle’s annual survey of the compensation of private-college presidents is a guaranteed attention getter (“74 Private-College Presidents Earned More Than $300,000 in 1998-99,” November 24). It is a fair guess that even chief executives who oppose making this information public carefully scan the tables to see how their colleagues are faring.
What bothers me is the almost breathless tone of the piece, implying that there is something scandalous about the higher-end salaries. Of course they are higher in the private colleges than in the publics, where direct tax dollars and state oversight are involved; so it has always been and so it will continue. But few, if any, chief executives at either private or public universities are overcompensated.
Quite the contrary. They are paid to do one of the most demanding, draining, and needed jobs in our society: leading, nurturing, and attracting resources for American higher education -- one of the leading contributors to our nation’s economic and social success.
The critics who snipe at these salaries just don’t understand the reality of these 24/7 leadership positions. The American college presidency is a noble undertaking, but it is also one of the most demanding in our society -- and at least as important as such well-compensated positions as head football coach, major-league professional athlete, or even corporate C.E.O. So, let the sun shine in, but let’s also examine the facts and context with understanding and wisdom.
C. Peter Magrath President National Association of State Universities and Land-Grant Colleges Washington
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To the Editor:
The role of college president has increasingly become that of C.E.O. of a complex conglomerate. The multiplicity of the roles and responsibilities is well-known. The president should be paid accordingly, based on the operational budget of the business and the competitive market for good managers.
As presidents have taken on managerial roles, they have often become less effective or visible in the traditional roles of educator, mentor, academic, and visionary leader. Perhaps it is time to clearly separate the roles. Hire an administrator to manage the business as chief operating officer, and hire an academic as chief executive officer to lead the institution in its mission of education and enlightenment.
The value of academia being what it is relative to business, it is likely that the C.O.O. will command a higher income than the C.E.O. This may serve to relieve the anxiety of those who believe that academia is defined and made noble by poverty and sacrifice.
Anthony Fedullo Professor of Medicine University of Rochester Rochester, N.Y.
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To the Editor:
When the head football coach at a university typically earns $500,000 or more, plus a huge benefits package, I don’t see how anyone can complain if the president of a university earns the same. Maybe we need to rethink our priorities a bit.
Mike Felker Professor of English Chairperson Department of English South Plains College Levelland, Tex.
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To the Editor:
In this money-based world, good compensation is the key to getting good people. I think it is right to give good compensation, if the person is worth it. ...
Narendra Date Ph.D. Candidate in Social Work Howard University Washington
http://chronicle.com Section: The Chronicle Review Page: B4
