Education

Colorado enjoys one of the most educated workforces in the nation, and our economy has been the beneficiary of increased diversity, low unemployment, and relatively good wages for the vast majority of our citizens. The great paradox is that for all the skill of our existing workforce, there are warning signs about the job we're doing preparing the next generation. Often cited is the observation that Colorado's well-educated workforce is more a result of importing new residents than of "growing our own."

In our July and August issues, A Line of Sight focused on K-12 education and featured many of the success stories that are being achieved in Colorado. Clearly, opportunity exists and progress is being made, and for those parents and students fortunate enough to find the opportunity solution for them, there clearly is hope. Too many of our needy students, especially inner city children, are still trapped in dire circumstances, and across the state, recent progress on the standardized CAP tests was minimal or even deteriorating. While the Hispanic and African-American populations are rapidly increasing, educational progress for them is even more discouraging.  

It's easy to establish consensus that as a state we must do better. But, methods to accomplish the outcome are considerably fractured, and the debate quickly involves more than the students. The current labor dispute between the teacher's union and Denver Public Schools is an obvious example of at least part of the challenge. The well-documented animosity between some defenders of the status quo, such as Rep. Mike Merrifield and Sen. Sue Windels, and parents seeking more control of their children's education through charter schools, is yet another.

In 2000, Colorado voters adopted Amendment 23, which mandates spending on K-12 education increases annually based on population growth plus one percent. When taken in combination with other constitutional provisions such as TABOR, Arveschoug-Byrd, and the Gallagher Amendment, much of the revenue and the spending state government does is predetermined by law.  

When the last recession struck, in order to balance the state's budget, there were few places the legislature could look to for necessary cuts. Higher education was the obvious big one, and it took the brunt of the hit. Capital improvements and new construction came to a screeching halt, and tuition was increased to make up the shortfall for dramatic cuts in state aid. No one pretends that a long term funding solution exists, but there is also no consensus what that solution should be.  

For all of our problems, Colorado enjoys a very good, diverse network of public higher education institutions. To gain perspective on both the nature of the problem and possible alternatives to address the challenges for public higher education funding, A Line of Sight invited highly qualified individuals representing three of the segments of higher education to offer their thoughts.  

Hank Brown, President of the University of Colorado, as well as a former member of the United States Senate, House of Representatives, and State Senate, guides the state's flagship institution. In direct, no nonsense fashion, Brown articulates the problem. "Several funding and competitive trends in higher education are gradually converging, trends we must pay attention to and address so we don't suddenly find ourselves bankrupt in the crucial endeavor of higher education," he says. He concludes with three possible alternative solutions for the long-term, and gives his nod toward his preferred option while also noting the difficulty of getting there. 

The Colorado School of Mines is a true treasure for Colorado. Internationally recognized as a preeminent engineering and applied sciences institution with rigorous entrance requirements and academic standards, Mines graduates are much sought after and nearly guaranteed high paying positions the day they receive their diploma. John Coors has served on the Mines Board of Trustees and also has a lifetime of interest in Mines and greater education community. Coors writes, "I believe Mines and its fellow state institutions must always have adequate flexibility and resources to respond to society's needs. Our future depends on it." With the analytical mind and appreciation of a successful businessman, Coors observes that, "For eligible students, we must keep our universities accessible, affordable and of the highest academic quality." He concludes his essay by offering four key strategies to "accelerate and expand" the successes created by higher education.

Colorado also has a network of 13 community colleges that include online educational opportunities and vocational technical learning options as well. The community colleges are filling an increasingly larger role in the total higher education equation for our state, and with the changing nature of society, that trend is likely to continue. Dr. Linda Bowman is President of the Community College of Aurora and is filling the higher education demand for much of the metropolitan area's population. Bowman knows the nature of the problem. "For every 100 students who enter ninth grade in Colorado, only 19 will graduate with an associate's degree within three or bachelor's degree within six years of graduation," she says, citing some of our state's sobering statistics. If we are going to remain a state with a vibrant economy, we simply must do a better job of providing the education that the 21st century requires. CCA's enrollment is extremely diverse in ethnicity, age, and educational background. Some are trying to fill in the gaps from a less than stellar high school experience. Some are trying to prepare themselves for entrance to a four year college. Some have gone back to school after years of raising a family or being in the workforce, and are finally getting the chance to better themselves. Bowman realizes both the niche of CCA as well the demands of the world in which we live. "Coloradoans can learn and work, moving seamlessly in and out of educational experiences. We must transform education to be seamless, relevant, engaging, and efficient," she writes.

A Line of Sight is grateful for the involvement of our three guest contributors to this issue and hope their comments stimulate further thoughts among leaders in Colorado to move to permanent solutions for our higher education institutions.

For my part, the following principles should guide the path to that solution:

• Colorado's economic future is directly correlated to our success in providing a highly educated, trained workforce.
• K-12 has an obligation to provide a "better product" to higher education. High school graduates must be prepared for the next level, and academic standards for graduation must reflect the reality of the 21st century workplace.
• Higher education cannot continue to function without a long term, predicable funding solution. Financial uncertainties are as problematic for them as they are for any other big businesses.
• The mission, demographics, and niche of our public colleges and universities differ. Flexibility and increased independence for them to manage both their expenses and their revenue is critical for them to be successful.

Doing nothing to address a long term funding solution for higher education will, as President Brown suggests, lead to higher and higher tuition -- pushing increasing numbers of students out of the system, and a less educated rather than better educated workforce. The universities and colleges will likely survive, but our state economy will most certainly suffer the consequences.

Uncertainty is the biggest enemy of our higher education system. No one expects unlimited funding of public higher education, or that the state could or should provide 100% support. But, the roller coaster ride of annual budget uncertainty is no way to run a system that is critical to the viability of our state and to the ability of our citizens to compete in the world in which we live. The rewards of a successful education system are just as dramatic as the consequences of catastrophic failure.

Education is a long term process that requires constant planning. Those charged with managing our institutions cannot be expected to provide exceptional, consistent service with year-by-year uncertainty and always wondering if dips in state revenues will result in the rug being pulled from under them.