Wednesday, February 10, 1999
ASUCLA’s drive for profit cuts down services
ASSOCIATION: Group mustn’t lose sight of serving students in
business ventures
In an article published Jan. 21, associated students of UCLA
(ASUCLA) graduate student board Representative James Friedman told
Bruin reporter Karen Thompson, "We’re always looking for ways to
increase revenue to better serve the community."
That statement is only half-true.
ASUCLA’s influx of commercial ventures has revealed its true
colors: it is a profit-driven corporation with only secondary
concerns of serving students. Recent years have seen a barrage of
chain restaurants on campus, a yet-to-be-opened hair salon, the
Spirit Store at Third Street Promenade, and overpriced merchandise
from the student store and eateries. Lounges, a student travel
service and a bowling alley have been sacrificed for the sake of
more profitable venues, and an entire floor of student meeting
space has been converted into office space.
Early on, after its inception, the students’ association sold
books and held the homecoming parade. Ackerman Student Union once
housed many rooms for students to meet and hold activities. But in
1995, the financial and structural problems of the students’
association caused the then-unstable organization’s structure to
come crashing down. And out from the ruins emerged a new entity, an
association that appeared to be a businessman’s corporation, and
not the students’ association it once was.
Today’s ASUCLA thinks "providing services" entails big financial
returns, and only these services seem to matter.
The only services that ASUCLA offers are services that students
must pay for. Hiring students at above minimum wage is the only
student "service" ASUCLA still provides, and even this is beginning
to diminish as more outside commercial stores, under no obligation
to hire students or pay above minimum wage, continue to pop up
where ASUCLA ventures once were.
Part of ASUCLA’s transformation can be traced back to 1995, when
the association, $2 million under budget, had to take out a $20
million loan from the university. Then-Chancellor Charles Young
attached certain conditions to the loan – among them the removal of
elected student representatives from the board, and with it, any
accountability. Though USAC and GSA student representatives to the
board are appointed by their respective presidents, a position on
the Board of Directors should be based upon popular election and
not some form of political spoils.
The board has successfully moved decisions and ventures out of
the limelight; students are unaware of ASUCLA’s actions and powers,
due in large part to the removal of four Undergraduate Students
Association Council (USAC) and four Graduate Student Association
(GSA) members from the Board of Directors.
Students pay $51 of their annual registration fees for ASUCLA
projects; they should have a say in what their money is spent on.
The chancellor has the authority to allow elected student officials
back onto the Board of Directors, and thus should do so.
While ASUCLA has a recognizable need for financial solvency, it
has not given any sign that its profit-hunting will subside once
financial stability is achieved. ASUCLA cannot continue to
"downsize" student services in order to maximize financial
returns.
ASUCLA’s direction must change from a student association into a
business corporation only if that is the desire of the students. A
student association should act according to the wants and needs of
its member students. But it all starts with students, who need to
let their voices be heard.
Comments, feedback, problems?
© 1998 ASUCLA Communications Board[Home]