Ten years of Dr. Keith Motley leading UMass Boston bent toward a close last month with an announcement of his departure by the end of June. Something like that seemed likely, since it was known that his contract had not been renewed. Motley came to UMass from Northeastern, where he began on a basketball scholarship in the early 1970s. He became a protégé of Northeastern administrator John Curry, president from 1989 to 1996, and had worked at Northeastern as an admissions reviewer, athletics coach and sports recruiter.
To further a long-range ambition of becoming a college president, in 1999 Motley earned a PhD from the Boston College School of Religion and Education, whose best known graduates have become Roman Catholic bishops and administrators at Catholic-led colleges. Four years later he took a UMass Boston job as an administrator for student affairs.
During the short tenure of Dr. Michael Collins as the UMass Boston campus president–called “chancellor” there–Motley took a detour as a marketing administrator in the statewide university office. In 2007, Collins moved out to lead the medical school at the Worcester campus, and Motley got the nod to lead the Boston campus.
Poor relatives: Public colleges in New England are mostly poor relatives of the private colleges that comprised higher education in the region for three centuries: from the mid-1600s through the mid-1900s. Land-grant colleges common in the Midwest and Southwest were latecomers in New England. Of the few founded in the region, only MIT emerged as a first-tier institution; it has remained privately run.
Together with the Dartmouth campus, UMass Boston has long been a poor relative of a poor relative. The better-off members of the UMass family are the founding Amherst campus, the medical school and–more recently–the technologically driven Lowell campus. UMass Boston opened in 1965, then housed in a 12-story building fronting on Arlington Street. It looked like an office building because it was one: the 1927 Art Deco headquarters for Boston Gas. Better things were supposed to await UMass Boston at the city dump.
At the wishfully named Columbia Point, bordering the ocean, the UMass staff and students and the state’s taxpayers were victimized by massive graft in public construction that was commonplace during the 1950s through the 1970s. Recalling unusable floors at the Middlesex County Courthouse in Cambridge, condemned before completion, the central garage at Columbia Point proved structurally unsound the day it opened. It and adjacent buildings–McCormack Hall, Wheatley Hall, the Science Center, Healey Library and Quinn Administration–were plagued with leaks, crumbling masonry, failing ventilation and mold.
The original UMass buildings at Columbia Point shared an architect with the central Chicago prison. In 1977, state Sens. Joe DiCarlo (D, Revere) and Ron MacKenzie (R, Burlington) were convicted and jailed for extorting $40,000 in bribes from McKee, Berger and Mansueto of New York–the firm hired to oversee the UMass construction. Punishing corrupt politicians did not cure the evils visited on UMass Boston.
According to Laura Krantz, writing in the Boston Globe, during 43 years at Columbia Point more than $40 million has been spent on stabilizing the original UMass Boston buildings, but that has only postponed disasters. Now the garage and at least McCormack Hall, Wheatley Hall and the Science Center are likely to be demolished and somehow replaced.
Marty Meehan, current president of the statewide university system, has been quoted as claiming that UMass Boston should come up with the funds for such a project–maybe a quarter billion dollars. For a campus with a total yearly budget of only $19 million for all asset depreciation, that would clearly be far beyond its capacity. Ten years ago, when the Amherst campus needed around $2 billion for building repairs–including a failing underground garage–no one suggested that the UMass Amherst budget should bear the whole cost.
Hands on the throttle: UMass Boston needed steady hands on the throttle. Built entirely as a commuter college, it serves large low-income and moderate-income populations ambitious to succeed in the world of work. Between 1965 and 2007, the former campus presidents (“chancellors”)–John Ryan, Francis Broderick, Carlo Golino, Robert Corrigan, Sherry Penney, Jo Ann Gora and Michael Collins–provided steady hands. They achieved stable management despite rapid growth.
During 1965 until 2007, UMass Boston enrollment grew from about 1,230 to 13,400 students at the starts of academic years–a compound growth rate of about 6.0 percent per year. The pace slowed with Keith Motley as the campus president (“chancellor”) of UMass Boston. During 2007 until 2017, enrollment grew from about 13,400 to 16,800 at the starts of academic years, a compound growth rate of only about 3.1 percent per year.
After continuing historic rising trends at first, during the Motley regime the in-state undergraduate enrollment flattened, and the in-state graduate enrollment fell. The breakpoint year was 2010, making it look likely that changes in goals and policies from Motley’s planning “vision” at UMass Boston were the causes–not, as some might have thought, the deep recession that began in early 2008.
Vision: Dr. Motley became the organizer of a so-called “vision” for the future of UMass Boston. As with many other such institutional schemes, concrete in 2009 preceded concepts in 2011. The concrete was the product of architects Chan Krieger Sieniewicz–then in Cambridge, MA–later merged with Naramore, Bain, Brady, Johanson of Seattle, WA, now NBBJ headquartered in Boston.
Unlike Harvard, MIT, Wellesley, Northeastern, Tufts, Brandeis, and a few other institutions in the region, UMass Boston has an historic mission as an affordable teaching university, not as a research university. In 2007, when the Motley regime began, UMass Boston remained a teaching university. However, spiraling student charges for tuition and fees had been eroding the UMass Boston mission of community service.
As described in the “vision” released in 2011, concepts for the future of UMass Boston reflected Motley’s background at Northeastern more closely than they did the needs and goals of UMass Boston students and their families. Motley described his focus as the “research university that we are and continue to become.” [App. B, p. 1] To most who have followed campus development, the falsehood and pretension would be obvious.
Rubber meets road: During the planning blitz for a future UMass Boston, Dr. Motley got blunt warnings from his finance staff that costs could easily spiral out-of-control. However, Motley likes to be liked. Results show him an easy touch for campus entrepreneurs who conjure up new programs. UMass Boston currently offers more than 200 academic programs to about 17,000 students.
Many degree-granting programs at UMass Boston lack sustainable enrollments. Of about 70 undergraduate majors available for at least ten years, only half have awarded ten or more degrees per year. The faltering yet longstanding programs include chemistry, physics, music, African studies, women’s studies, French, Italian, operations management, history and public policy.
Rather than trim back that unstable mix, the Motley regime has allowed several new programs a year. Most of the newer programs have awarded few degrees. Regardless of enrollment, all programs generate costs–mostly for teaching and support staff. Costs of less popular ones are not being offset much by revenues.
Dr. Motley does not seem to care very deeply about the impact of his research university “vision” on the Boston-area students and their families. He planned pay the bills by drawing in more out-of-state and foreign students. Early in his regime, he hired an expanded staff of very high-paid administrators who predicted, around a year ago, that there would be little or no deficit at this time.
Over the past year, rubber finally met the road. Not enough of those out-of-state and foreign students came. Recent reports estimate a $30 million annual deficit. The high-paid administrators were clearly wrong, but apparently either Motley had no contrary advice, or he chose to ignore it. His background as a basketball coach and sports recruiter left him personally unprepared to cope with storms of institutional finance.
In early March, state officials announced they had hired former Bowdoin College president Barry Mills to provide oversight but not to replace Motley. Early this April, Motley turned in his papers. The buzz coming out of UMass Boston signals desperate dodges to cut spending: classes cancelled without warning, part-time faculty laid off, library subscriptions dropped, copy machines unplugged. Hoop dreams.
– Craig Bolon, Brookline, MA, May 10, 2017
Laura Krantz, UMass Boston community fears cuts will erode its mission, Boston Globe, May 6, 2017
Laura Krantz, UMass Boston’s biggest challenge? Its own Big Dig, Boston Globe, April 22, 2017
Joan Vennochi, UMass Boston needs a reality check, Boston Globe, April 11, 2017
Michael P. Norton, State House News Service, Stoughton’s Keith Motley to step down as UMass-Boston chancellor, Quincy (MA) Patriot Ledger, April 6, 2017
Peter Lucas, Beacon Hill silent on UMass Boston’s fiscal fiasco, Lowell (MA) Sun, March 28, 2017
Laura Krantz, UMass Boston was warned of financial crisis years earlier, Boston Globe, March 23, 2017
Laura Krantz, Growth spree has the UMass Boston campus in a bind, Boston Globe, March 18, 2017
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