Editor's Note: This is the second in a multi-part series on the College's senior administration and the issues facing Dartmouth today and in the future.
Money is at the heart of Dartmouth's daily operation. With an annual operating budget of $500 million, the decisions made by the College on how to spend its dollars are constantly scrutinized by students past and present, surrounding communities and much of the higher education industry. College President James Wright concludes part two of his interview with discussion on substantial budgetary matters, as well as perspectives on the Town of Hanover and his own personal accomplishments.
Bureaucratic Growth
In his interview with The Dartmouth, Wright was most visibly disturbed when asked about claims that he had irresponsibly expanded the bureaucracy and administration of the College in years when Dartmouth's financial stability was at best questionable. The Wright administration, and Wright in particular, has been the subject of repeated attacks, principally from alumni, that the College has dedicated unfair and irresponsible amounts of its operating budget into administrative growth.
Wright based his response to those claims on the suggestion that his accusers have not studied the record properly. He offered a laundry list of expenses that all fall under the administration header in the budget but that he argued are defensible and agreeable expenses.
Library services, computing, residential life and student compensation, Wright explained, are among the attacked costs. Wright commented on dramatic increases in healthcare, retiree benefits and insurance policies, which have doubled since 2001, as further strains on the budget.
In addition to citing these positive growths and uncontrollable expenses, Wright mentioned that union contracts and compliance with federal and NCAA regulations were major causes of increased spending by the administration.
"We're not expanding bureaucracies here," he continued, quickly noting the term's pejorative nature.
Faculty Compensation
Last spring, the Board of Trustees allocated a significant increment to the faculty compensation pool, with the intention of recruiting and retaining strong faculty. The goal was to become as competitive as other peer schools in faculty compensation.
"Whether or not we reach that level will depend on what other schools have done this year," Wright said. "This is a moving target."
Wright said the increment has been a longtime goal only recently made possible by positive economic performance in the national economy and for the College.
The increase included a $1 million fund, set aside at his request, to "recognize and reward" faculty.
Wright said he intends to continue the program annually to encourage faculty to meet high standards of achievement.
"It's a critical part of the Dartmouth culture and of the Dartmouth experience."
Changes in the Town
Needless to say, the Town of Hanover has changed substantially since Wright first arrived from Wisconsin in 1969. Yet in just under a year, two major national chains have imported their businesses to South Main Street, threatening to compromise the nature of Hanover's retail market.
When asked whether he thought Hanover's commercialization is a good or bad trend, Wright was hesitant to comment.
Wright acknowledged the lack of retail opportunity available at other schools, in particular those in urban environments. He was quick, though, to defend Hanover's unique and quaint environment.
"I think that the scale of Hanover is critical," he said.
Several years ago, Wright was concerned enough to take advantage of an unexpected opportunity to purchase property in Hanover. In approving the investment, Wright insisted that he did not want to become "a slumlord or real estate developer."
"I wanted us to recognize that commercial and downtown Hanover had to be protected. If we could provide some more means to provide housing for students and faculty, that would be a good thing."
Indeed, the greatest change Wright recalled is the inability of faculty and staff to live in Hanover because of soaring real estate prices and taxes.
"The Hanover that I came to in 1969 still had faculty and staff living within a couple of blocks of campus. They're not able to do that in most cases anymore."
Wright said he would like to find ways to bring more students back on campus and bring more faculty and staff back into town.
"But I am not interested in becoming a major developer," he repeated.
Personal Goals
When asked about the priorities that remain on his "personal tab," Wright said there should be no surprises in what should dictate the progress of the College.
"I'm not imposing new priorities here. They're clear, and we're going forward with a capital campaign to try to do these things," he said.
Wright did offer one personal admission, however, when asked what he considered his proudest accomplishment in the course of his seven years in office.
"I think I'm proudest of what we've been able to do with financial aid and the sort of students we're able to recruit here," he said.
