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The pro-Hamas uprising that broke out across American universities after October 7 roused once-somnolent alumni and donors. That awakening has now produced a new university charter, called a “Vision for a New Future of the University of Pennsylvania,” drafted by Penn professors. Penn’s most recent president, Liz Magill, had to resign on December 9, following widely mocked testimony at a congressional hearing on campus anti-Semitism. The charter’s authors, along with Penn’s rebel donors, hope to make agreement with the new constitution a requirement for Penn’s new president. If enough Penn constituents, especially faculty, endorse it, the board of trustees will be compelled to adopt such a prerequisite, their thinking goes. An ongoing donation boycott provides the financial pressure. Ultimately, alumni across the country may be inspired to seek a similar foundational shake-up in their own alma maters, the drafters hope.
The new constitution adopts the thinking behind the Kalven Report, drafted in 1967 at the University of Chicago. Penn must henceforth abstain from adopting an institutional position on political issues. Embracing an official line alienates dissenting members of the university who might want to challenge “common orthodoxies,” explains the charter. Individual members of the university, by contrast, shall be free to propose, test, and reject the “widest spectrum of perspectives.”
The university’s selection committees have one mission only: identifying excellence. Hiring non-excellent diversity candidates makes it harder to attract outstanding faculty and students. (This assertion will seem commonsensical to anyone who believes in merit. The diversity complex would respond that, to the contrary, faculty and students shun non-“diverse” institutions. Sadly, in some cases, especially in the case of woke students, the diversity complex is correct. That does not make Penn 2.0 wrong, however, to seek to break the stranglehold of diversity thinking.) The new constitution posits that an unambiguous, publicly understood commitment to excellence will give Penn a competitive edge in hiring and student admissions in the decades ahead. This, too, seems commonsensical. Testing such a hypothesis is long overdue.
Penn 2.0 overcomes in one stroke a weakness bedeviling a central strategy of campus reform. Those seeking to create new universities face the challenge that no new institution can offer the prize that a legacy university confers: status and bragging rights. It is prestige that drives the ever-more frenzied torrent of college applications, rather than any promise of knowledge. The beauty of the Penn 2.0 plan is that it re-founds Penn on a new footing, while maintaining Penn’s prestige-granting power.
Were Penn 2.0 to become part of the presidential hiring search, it would be clarifying to see how many university apparatchiks demurred from its principles.
Penn’s temporary replacement for ousted president Magill shows how heavy a lift Penn 2.0 is going to be. Penn’s trustees chose J. Larry Jameson, now dean of Penn’s medical school, to serve as the university’s interim president. As soon as Jameson took over the medical school in 2011, he placed diversity hiring and indoctrination at the core of his administration. He created the school’s first vice dean for Inclusion and Diversity and first associate dean for Diversity and Inclusion. Naturally, an Office of Inclusion and Diversity followed, which rolled out endless diversity initiatives and mandates, including Health Equity Weeks, the Transgender Patient Advocate program, and the LGBT Student-Trainee-Faculty Mentorship program. In 2021, Jameson initiated what the Penn press office called a “new institution-wide program aimed at eliminating structural racism.” (Hint: There is no structural racism at the Penn medical school. The medical school, like the rest of the university, is desperate to admit and hire as many blacks and Hispanics as possible, often disregarding academic skills gaps to do so.) As with all such duplicative programs, the conceit of the 2021 “institution-wide” antiracism initiative was that the school was for the first time prioritizing “diversity” at “all levels of staffing.”
