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Academic Affairs Request for FY14

Academic Affairs Request for FY14. Presentation to the SBPC May 30, 2012. Evaluation Team. Tom Dougan Vice President, Student Affairs Michael Smith URI Foundation President Patricia Morokoff Chair, Dept. of Psychology; Equity Council. FY 2014 Academic Affairs Division Request.

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Academic Affairs Request for FY14

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  1. Academic Affairs Request for FY14 Presentation to the SBPC May 30, 2012

  2. Evaluation Team • Tom Dougan • Vice President, Student Affairs • Michael Smith • URI Foundation President • Patricia Morokoff • Chair, Dept. of Psychology; Equity Council

  3. FY 2014 Academic Affairs Division Request • Total Request $1,822,000 • Less: AA co-share 119,400 • Net Request $1,702,600 • $75,000 from Fund 110 (Overhead) and $1,627,600 from Fund 100 (Unrestricted) This request represents about 1% of the AA FY12 unrestricted budget

  4. Budget Priority Rank 1 Full Time Faculty hires • 2 Cluster hires (total of 6 tenure-track faculty) in thematic areas (Health and Wellness; Environment and Green Economy; Science and Technology; Liberal Learning) • 4 Lecturers Request= $926,100 • Additional 10% cost share with Academic Affairs

  5. Relationship to Academic Plan • 1. Enhance academic quality and value: strategic investment in areas of emphasis • 2. Prepare students for changing world: By developing interdisciplinary research and teaching opportunities, we support instruction and research in cutting edge areas. • 3. Research and innovation: develop interdisciplinary collaboratives among the faculty to enhance research and innovation.

  6. Academic Plan cont. • 4. Global Citizenry: Interdisciplinary work would be likely to have a global focus • 5. Equitable and inclusive campus: allows the possibility of increasing diversity among faculty; cluster topics focus on relevant contemporary societal issues and so will address issues of inclusion, equity, and diversity • 6. Instructional effectiveness: May increase efficiency by supporting joint appointment hires and close collaboration among faculty.

  7. Benefits • 1. Enhances the visibility of URI in the higher education marketplace • 2. The cluster themes support the brand—Think Big • 3. May benefit the RI State economy. • 4. New courses associated with cluster hires may generate interest among prospective students • 5. Faculty have already begun to work more collaboratively across departments • 6. Quality of student experience is enhanced through interdisciplinary learning

  8. Reinvestment Budgetary Efforts • Academic Affairs holds budget hearings for each college to propose strategic hiring • Allocation to colleges is based on these requests, emphasizing strategic reallocation within the college • Cluster hires for FY13 have now been announced for each thematic area

  9. Data justification for request • Over the past decade, URI has added more than 4200 FTE students • Number of full time faculty (tenure-track and lecturers) has remained constant • URI spends $5.5 M on part time faculty who provide instruction primarily to first year students and general education courses. • URI spends only about $6500 per FTE student for instruction but is one of the most expensive public doctoral granting institutions in the country

  10. Benchmark Data on Faculty Hires • Institution/Category Instruction Expenditures as % Total Operating Budget • URI 26.4% • RIC 36.9% • 5 other NE land grant universities’ average 30.24%

  11. Budget Priority Rank 2 Office of ELCE: Liaisons to Academic Units • 3 liaisons were hired this year via cost-share with A&S, HSS, and Business • Funds are requested to continue the A&S portion (1.5 FTE) and add liaisons for another 3 colleges—total request=3 FTE • $255,000 requested

  12. Relationship to Academic Plan • The liaison provides a link between faculty, community organizations, and the OELCE, thus expanding experiential learning throughout majors. • Hands on experience helps prepare students for a changing world • Experiential learning includes work on research and in laboratory settings.

  13. Relationship to Academic Plan Cont. • Experiential learning may include a global component • Experiential learning can focus on diversity as noted by the AA Diversity Task Force in which experiential learning opportunities were highlighted

  14. Benefits Associated with OELCE Liaisons • Builds partnerships with RI businesses and organizations • Uses fewer classrooms and less faculty time, capitalizing on outside resources—thus are a cost benefit to the university. • May include paid internships for students • Increases quality of student experience

  15. Reinvestment Budgetary Efforts • 1. Director salary • 2. Graduate assistant in the OELCE to manage data and information • 3. Budget for faculty to lead project-based learning courses. • 4. A ‘one stop shop’ has been developed focusing on experiential learning

  16. Budget Priority 3 Graduate Research Tuition Differential This fellowship program was instituted in 2010 and continues through the current year Originally began with $1.15 M, it is now funded at $1.45 M Estimate it will need to grow to $2M to appropriately support our research and graduate education An additional $150,000 is requested for FY14

  17. Benefits of this proposal • 1. URI funded research directly impacts the state economy. • 2. Allows PI’s to include more grad RA positions, thus allowing us to attract more well qualified grad students. • 3. Directly impacts enrollment and retention of graduate students • 4. Peer institutions provide a 100% tuition waiver on out-of-state graduate assistantships

  18. Budget Priority Rank 4 Asst. to Provost for Global Strategies: central planning coordinator for internationalizing the university (already funded on a temporary , nonsustainable basis) • Request includes • salary + fringe= $148,500 • Operating expenses = $35,000

  19. Position responsibilities • 1. Increasing enrollment of international students • 2. Enhanced strategic partnering with other universities • 3. Expansion of on campus summer programs • 4. Institution of a university-wide global steering committee to coordinate activities across colleges • 5. Increase enrollment of international undergraduates (currently only 41/13,000) • 6. Develop our ESL program with ACE • 7. Capitalize on our prime geographic location

  20. Rationale for Position • Staffing for OIS: URI has the lowest number of staff among comparison schools at 5 (average = 13) (Hanover Research) • A decline in US high school grads is expected in coming years—this gap can be closed by international students • International students will • increase our revenue stream • Enrich the cultural experience on campus for all students

  21. Relation to Academic Plan • Goal 1: Increase international student enrollment • Goal 2: This position will work with colleges through the global steering group to enhance the global curriculum including a possible new minor and/or major in global studies • Goal 3: Research in areas of international education will increase • Goal 4: Position is designed to increase global education • Goal 5: Inclusive campus goals will be facilitated by more international students.

  22. Benefits • 1. Enhances brand—think big • 2. RI benefits from students’ increasing knowledge of other countries • 3. Key revenue stream from international students • 4. Enhanced reputation for URI as it becomes more global

  23. Budget Priority 5 Curriculum Technology Support ITS instructional technology designer Salary + fringe = $101,000 ITS Classroom Technology Support Staff Salary + fringe = $87,000

  24. Alignment with Academic Plan Goals • Enhance academic quality: Advancing learning with technology will enhance overall student experience by helping to create the 24/7 learning experience and maintain classrooms at highest level of technology. • Changing World: Faculty require support in using technology and instructional design support is needed to move the online learning efforts forward including ePortfolios. • This will improve the infrastructure to support research.

  25. Alignment with Academic Plan cont. • Establish the global classroom: Virtual courses can be developed with international partner institutions, e.g., Ocean University of China • Institutional effectiveness: Expanding learning with technology allows for greater efficiency as web and software teaching resources become available • Online post-baccalaureate certificates: will require technological resources

  26. Reinvestment Budgetary Efforts • 1. New office of Online Teaching and Learning –supports faculty in use of online learning and teaching with technology • 2. Over $1M invested in new state-of-the-art classroom technology • 3. Classroom technology budget for the Joint Classroom Steering Committee has been established • 4. Champlin Foundation projects fund the purchase of technology for use in teaching.

  27. Goals of these positions • Take advantage of the most advanced educational tools, technologies, and practices • Adapt to changing needs of students • Develop individually paced courses, Web-based and modular classroom experiences • Provide 24/7 learning practices • Support a campus-wide digital culture in which students have up to the minute technology, equipment, and laboratory experiences

  28. Classroom Technology Support Classroom Technology Support: • Support on-line learning technologies • Maintain existing electronic classrooms Instructional Designer Assists faculty in: • Development of online and hybrid courses • Use of technology in the classroom

  29. Unranked Budget Priority • Masters Physician’s Assistant Program • No resources requested • Request is a placeholder

  30. Critique of Academic Affairs Budget Request

  31. Faculty Hires 1. How does this proposal address increasing the student to faculty ratio? 2. With tenure-track focus on interdisciplinary hires, will there be sufficient full time faculty coverage within disciplines? If not, will this necessitate further part time faculty hiring? 3. Extent to which cluster hires will impact the RI economy and address global citizenry or diversity issues may depend on the specific clusters.

  32. Experiential Learning Liaisons • Costs are a co-share with colleges—can we be assured that colleges have financed their liaisons on sustainable funding? New money is sought only for Academic Affairs—not for college portion • Suggestion—job description should include increasing the number of experiential opportunities that focus on global and diversity issues.

  33. Graduate Research Tuition Differential • This program is working well • Is an investment in our graduate students and research enterprise

  34. Asst. to Provost for Global Strategies • Do we have a plan for how to provide student services and manage a larger international student population? • Do we need a stronger investment in order to get into the marketplace now?

  35. Online Curriculum Technology Support • To what extent will these hires support technology for standard classrooms versus providing assistance with online courses (or the online portion of hybrid courses) • Would benefit from benchmarking data—number of positions we currently have vs. other institutions

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