The Daily Bruin interviewed future vice chancellor of student
affairs, Janina Montero, about her plans to tackle difficult issues
at UCLA, her past experience at Princeton and Brown universities,
and the challenges she will face in her new position.
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Daily Bruin: What’s the general job description for the
vice chancellor of student affairs? What main duties does the
position entail?
Janina Montero: The job has four main tracks. One is academic
support, which includes admissions, financial aid and career
services. The second track is health wellness, which includes the
Ashe Center. The third one is the Dean of Students area, which
includes student activities, recreation, discipline, support for
student activities, and more. Then there’s the fourth track,
which is institutional research regarding students and outreach.
Those are the main four tracks in broad terms.
The work of the vice chancellor as I understand it is really
working closely with the assistant vice chancellors who lead those
areas ““ the goal being to ensure that UCLA students have the
best possible academic and educational experience that we can
provide.
DB: You’ve mentioned that you plan to rely on past
experience in order to tackle new challenges. You’ve also
admitted that UCLA is quite different from the schools at which
you’ve previously been employed. How exactly do you plan to
tackle new challenges, especially with the myriad of unique and
difficult problems already facing UCLA?
JM: I will need to spend a lot of time with colleagues, students
and faculty in order to get a good sense of this institution. One
thing I learned working in different places is that you can’t
make rash judgements about what you’re going to find. And so
I think that it’s really very important to spend time
understanding the culture and issues of a place ““ not so much
from any quick perspective you might have coming from outside, but
by really paying attention to the history and aspirations of this
place and the different voices that engage the issues.
I try to be a good listener and try to learn as quickly as I
can. I’ll try, with colleagues, faculty and students, to
create an agenda that is inclusive and that we’re all happy
with.
It is a very different place, and I know that. I want to respect
it from the first moment.
DB: What main differences have you observed?
JM: Well, the size is obvious. There are real differences
between private and public universities in terms of the autonomy
““ of what one has in a private institution versus a public
one. In a private institution we don’t particularly worry
about legislation or legislators. The budget is all internal; it
doesn’t come from outside. There are issues that are
radically different, and I’m going to need to learn and
respect them.
DB: How do you plan to deal with budget cuts, many of which have
the potential to affect the duties of your position?
JM: That’s hard for me to answer at this point.
There’s a lot I don’t know, and so I couldn’t
give a good answer. I’ll need to deal with the
recommendations coming from different areas as well as what the
students are saying. I hope to deal with the cuts in a way that is
both fair and equitable ““ that looks at the quality of the
educational experiences of the students and what we can accomplish
in the future. We don’t want to cut possibilities for the
university.
DB: Most of your experience comes from working at relatively
small universities. How do you plan to accommodate such a vast
student body, not to mention Tidal Wave II? Won’t it be
difficult to form individual relationships with students?
JM: Let me try to answer that in two ways. In my work at smaller
institutions, I’ve been very fortunate in being able to
establish a number of relationships with students across campus. A
lot of those relationships have been long-term. Many were wonderful
for me personally, as well as good for the institution by keeping
alumni close to the institution. So, that’s one way you can
try and do it. But when you’re talking about an institution
the size of UCLA, it becomes clear that the percentage of
relationship you can have is tiny.
I still want to try to develop those personal relationships. At
the same time, I’m going to need to rely on colleagues to be
able to have both knowledge and the best possible level of presence
across the institution.
Secondly, I’ll need to rely on institutional research that
surveys the students in order to make sure that we have as many
student voices present in our decisions as possible.
DB: Both staff and research may be affected by budget cuts. How
do you plan to accommodate students when budget cuts undermine your
plans?
JM: We’ll have to see which one, if any, go. We’re
going to have to prioritize. But one thing I do know is that the
people that work in student affairs are tremendously dedicated to
the students and to the work that they do. They’re devoted to
the university and have the highest aspirations for students. In
tough times you adjust as best as you can. But I have tremendous
confidence in their continued interest in serving the students and
maintaining relationships with students. Just because you have
fewer people doesn’t mean you can’t do a good job.
DB: What’s your opinion of the potential change from the
quarter system to the semester system?
JM: I am certainly comfortable with the semester system.
I’ve lived with it frankly all my life. There are some issues
as far as I understand it. Apparently, students as a whole
aren’t in favor of moving to a semester system.
I’ve never experienced the quarter system. I’m not
sure about the implications from a financial point of view.
Obviously, you can go more in-depth into subject matter and cover
more ground. But there’s a counter-argument to that, claiming
that the quarter system offers more educational experiences.
So, there are arguments on both sides. I’ve taught,
worked, and learned in a semester system. I’m comfortable
with it, but I don’t have a preconceived notion that one is
definitely better than the other. I wouldn’t be coming into
that discussion with the assumption that the semester system is the
way to go. I need to look at a whole lot more information before I
favor one over the other.
DB: Do you think it’s fair for the university to raise
student fees? Do you have any plans for alleviating the financial
burdens placed on students?
JM: I think that the current situation puts tremendous pressure
on the university, as well as each and every one of the students.
Not only are our services going to be reduced, but student fees are
expected to increase.
On the other hand, the university and the state (from what I
understand) has tried very hard to keep those fees down for a long
time. That allows for some measure of reasonable increase. As much
as possible, all UC schools should try to keep those fees down as
long as they can. In addition, it’s important that a
university be run very well and carefully, so that all good
resources are used and go as far as possible.
But, these are hard times for the state and for all the schools.
Everybody is cutting ““ both private and public schools. So,
it’s a difficult moment for everybody. It forces us to make
some very difficult decisions.
DB: How should students deal with the inevitable financial
burdens placed upon them?
JM: One thing that’s very important is for students to be
aware about what’s going on ““ what discussions are
taking place. There’s a fee advisory committee that
represents students. I think that participation in the process and
an understanding of what’s going on is really very important
for the students and for all of us. Quality communication,
involvement and some strategic, long-term planning (where students
are participants in those discussions) matters.
DB: In general, how do you feel about UCLA thus far?
JM: I’m very grateful to be here. In spite of the hard
times, this is an extraordinary place. I’m impressed with
everybody ““ the students, faculty and colleagues that
I’ve met. I’m impressed by the student dedication
““ their sense of interest in keeping UCLA a good place, both
academically and humanely.
It’s still two months away. But I can’t imagine
working with better people. I’m just counting the days.
Interview conducted by Sarah Jansen. E-mail her at
[email protected].