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The Ad Hoc Budget Committee. Information from 2/11 meet ing. Ad Hoc Committee: Budget Emergency. Why? - PowerPoint PPT Presentation
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Information from 2/11 meeting
The Ad Hoc Budget Committee
Why? “There should be a faculty body that
participates in the decision that a condition of financial exigency exists or is imminent, and that all feasible alternatives to termination of appointments have been pursued.” (AAUP)
Similar special faculty senate committees are seen in other UNC system universities (e.g., UNCCH Financial Exigency & Program Change Committee)
Separate committee agreed upon during special Faculty Senate meeting on Budget issues
Membership Entirely faculty members (AAUP, ACE
recommendations) Faculty members with specific skills in budgeting ,
strategic planning, and financial issues (AAUP, ACE recommendations)
Faculty from different ranks and schools (AAUP, ACE recommendations)
Committee includes members from all schools and colleges
Lecturer, non-tenured assistant professor, tenured associate professor, tenured full professors, chair of budget committee, faculty senate president and president elect
Transparency Process should be as transparent as possible, reports
to Faculty Senate, etc. (AAUP and ACE recommendations)
Step 1: Decide on a strategic model - Completed Step 2: Determine overall financial condition of
institution (compared to other similar institutions) - Completed
Step 3: Allocate various expenses to different expense categories according to the strategic model
Step 4: Allocate percentage cuts according to different expenses categories according to strategic model
Step 5: Solicit specific ideas of all levels in organization to assist decision makers in meeting recommended percentage levels in Step 5.
Student Services, Auxiliary Services(support services, activities, and infrastructure that add
to the “life experience” of the university community
Learning Relationship(student/faculty
interaction)
Disciplinary/Interdisciplinary Units(knowledge and skills advanced through
expert-peer-reviewed research and teaching)
Classrooms, Laboratories, Libraries, Studios(physical infrastructure that enhances the
learning relationship)
Academic and Research Support Services, Student Housing
(support services and infrastructure that enhance the academic environment)
Source: Preliminary Report - Protecting the Academic Core, Academic Core Sub-Committee of the UNC Faculty Assembly 2009-2010
“The financial conditions thatbear on such decisions should not be allowed to obscure the fact that instruction and research constitute the essential reasons for the existence of the university” (AAUP Financial Exigency: Some Operating Guidelines).
“At the heart of every academic institution is its academic program” (American Council on Education, Faculty in Times of Financial Distress: Examining Governance, Exigency, Layoffs, and Alternatives)
Based upon comparison data from UNC GA and Integrated Postsecondary Education Data System (IPEDS) Similar UNC institutions Similar California institutions (also under
financial distress) UNCW Peer institutions
Committee agreement is that UNCW can achieve its budgetary emergency target WITHOUT cuts to the academic core
Instructional Faculty as % of Total Employees (GA DATA)
20.0%
22.0%
24.0%
26.0%
28.0%
30.0%
32.0%
34.0%
36.0%
38.0%
40.0%
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
ASU
ECU
ESSU
FSU
NCA&T
NCCU
NCSU
UNCA
UNC-CH
UNCC
UNCG
UNCP
UNC SA
UNCW
WCU
WSSU
Source: Preliminary Report - Protecting the Academic Core, Academic Core Sub-Committee of the UNC Faculty Assembly 2009-2010
UNCW
NCState
Chapel Hill
Source: Preliminary Report - Protecting the Academic Core, Academic Core Sub-Committee of the UNC Faculty Assembly 2009-2010
Instructional SQ FT/Total Students
25.0
30.0
35.0
40.0
45.0
50.0
55.0
60.0
65.0
70.0
75.0
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
ASU
ECU
ECSU
FSU
NCA&T
NCCU
NCSU
UNCA
UNC-CH
UNCC
UNCG
UNCP
UNCSA
UNCW
WCU
WSSU
UNCW
Integrated Post Secondary Educational Data System
The information on the following slides were prepared from data analyzed by the committee by the Faculty Senate President –Elect
All information is available from:
http://nces.ed.gov/ipeds/
Median = 0.506
*peer university to UNCW, IPEDS, 2009 data
Median=0.0295
*peer university to UNCW, IPEDS data, 2009
Source: IPEDS 2009 data
Median = 0.630; UNC schools = 0.565
Step 3: Allocate various expenses to different expense categories according to the strategic model
Step 4: Allocate percentage cuts according to different expenses categories according to strategic model
Step 5 (if time permits): Solicit specific ideas of all levels in organization to assist decision makers in meeting recommended percentage levels in Step 5.