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Information from 2/11 meet ing

The Ad Hoc Budget Committee. Information from 2/11 meet ing. Ad Hoc Committee: Budget Emergency. Why?

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Information from 2/11 meet ing

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  1. The Ad Hoc Budget Committee Information from 2/11 meeting

  2. Ad Hoc Committee: Budget Emergency • 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

  3. Ad Hoc Committee: Budget Emergency • 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)

  4. 5 Step Process to Strategic Budgeting in Financial Emergencies • 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.

  5. Step 1: Decide on a Strategic model Concentric Ring Model of the Academic Core “The financial conditions that bear 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) Source: Preliminary Report - Protecting the Academic Core, Academic Core Sub-Committee of the UNC Faculty Assembly 2009-2010

  6. Step 2: Determine overall financial condition of institution • 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

  7. Figure 1: Instructional Faculty as % of Total EmploymentUNCW about average UNCW Chapel Hill NCState Source: Preliminary Report - Protecting the Academic Core, Academic Core Sub-Committee of the UNC Faculty Assembly 2009-2010

  8. Figure 2: Instructional Square Feet per StudentUNCW one of the lowest in System UNCW Source: Preliminary Report - Protecting the Academic Core, Academic Core Sub-Committee of the UNC Faculty Assembly 2009-2010

  9. 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/

  10. Figure 3: Mgt/Admin Support Staff to Total FacultyUNCW much higher than comparable universities Median = 0.506 *peer university to UNCW, IPEDS, 2009 data

  11. Figure 4: Mgt/Admin Asst to Total EnrollmentUNCW much higher than comparable universities Median=0.0295 *peer university to UNCW, IPEDS data, 2009

  12. Figure 5: Instructional Expenses to Tuition & State AppropriationsUNCW much lower than comparable universities Median = 0.630; UNC schools = 0.565 Source: IPEDS 2009 data

  13. Next Steps • 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.

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