Information from 2/11 meeting The Ad Hoc Budget Committee.
-
Upload
justin-byrd -
Category
Documents
-
view
214 -
download
0
description
Transcript of Information from 2/11 meeting The Ad Hoc Budget Committee.
![Page 1: Information from 2/11 meeting The Ad Hoc Budget Committee.](https://reader035.fdocuments.net/reader035/viewer/2022062906/5a4d1b447f8b9ab0599a2e1e/html5/thumbnails/1.jpg)
Information from 2/11 meeting
The Ad Hoc Budget Committee
![Page 2: Information from 2/11 meeting The Ad Hoc Budget Committee.](https://reader035.fdocuments.net/reader035/viewer/2022062906/5a4d1b447f8b9ab0599a2e1e/html5/thumbnails/2.jpg)
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
![Page 3: Information from 2/11 meeting The Ad Hoc Budget Committee.](https://reader035.fdocuments.net/reader035/viewer/2022062906/5a4d1b447f8b9ab0599a2e1e/html5/thumbnails/3.jpg)
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)
![Page 4: Information from 2/11 meeting The Ad Hoc Budget Committee.](https://reader035.fdocuments.net/reader035/viewer/2022062906/5a4d1b447f8b9ab0599a2e1e/html5/thumbnails/4.jpg)
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.
![Page 5: Information from 2/11 meeting The Ad Hoc Budget Committee.](https://reader035.fdocuments.net/reader035/viewer/2022062906/5a4d1b447f8b9ab0599a2e1e/html5/thumbnails/5.jpg)
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)
![Page 6: Information from 2/11 meeting The Ad Hoc Budget Committee.](https://reader035.fdocuments.net/reader035/viewer/2022062906/5a4d1b447f8b9ab0599a2e1e/html5/thumbnails/6.jpg)
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
![Page 7: Information from 2/11 meeting The Ad Hoc Budget Committee.](https://reader035.fdocuments.net/reader035/viewer/2022062906/5a4d1b447f8b9ab0599a2e1e/html5/thumbnails/7.jpg)
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
ASUECUESSUFSUNCA&TNCCUNCSUUNCAUNC-CHUNCCUNCGUNCPUNC SAUNCWWCUWSSU
Source: Preliminary Report - Protecting the Academic Core, Academic Core Sub-Committee of the UNC Faculty Assembly 2009-2010
UNCW
NCState
Chapel Hill
![Page 8: Information from 2/11 meeting The Ad Hoc Budget Committee.](https://reader035.fdocuments.net/reader035/viewer/2022062906/5a4d1b447f8b9ab0599a2e1e/html5/thumbnails/8.jpg)
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
ASUECUECSUFSUNCA&TNCCUNCSUUNCAUNC-CHUNCCUNCGUNCPUNCSAUNCWWCUWSSU
UNCW
![Page 9: Information from 2/11 meeting The Ad Hoc Budget Committee.](https://reader035.fdocuments.net/reader035/viewer/2022062906/5a4d1b447f8b9ab0599a2e1e/html5/thumbnails/9.jpg)
Integrated Post Secondary Educational Data SystemThe 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/
![Page 10: Information from 2/11 meeting The Ad Hoc Budget Committee.](https://reader035.fdocuments.net/reader035/viewer/2022062906/5a4d1b447f8b9ab0599a2e1e/html5/thumbnails/10.jpg)
Median = 0.506
*peer university to UNCW, IPEDS, 2009 data
![Page 11: Information from 2/11 meeting The Ad Hoc Budget Committee.](https://reader035.fdocuments.net/reader035/viewer/2022062906/5a4d1b447f8b9ab0599a2e1e/html5/thumbnails/11.jpg)
Median=0.0295
*peer university to UNCW, IPEDS data, 2009
![Page 12: Information from 2/11 meeting The Ad Hoc Budget Committee.](https://reader035.fdocuments.net/reader035/viewer/2022062906/5a4d1b447f8b9ab0599a2e1e/html5/thumbnails/12.jpg)
Source: IPEDS 2009 data
Median = 0.630; UNC schools = 0.565
![Page 13: Information from 2/11 meeting The Ad Hoc Budget Committee.](https://reader035.fdocuments.net/reader035/viewer/2022062906/5a4d1b447f8b9ab0599a2e1e/html5/thumbnails/13.jpg)
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.