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OFFICE OF THE PROVOST

OFFICE OF THE PROVOST. Budget Presentation April 10, 2002. ACADEMIC AFFAIRS. STRATEGIC GOALS. Restructuring the Organization. OFFICE OF THE PROVOST. VICE PROVOST FOR RESEARCH. VICE PROVOST FOR EXTENDED PROGRAMS/ DEAN OF UNIVERSITY COLLEGE. VICE PROVOST ACADEMIC AFFAIRS. ORGANIZATION.

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OFFICE OF THE PROVOST

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  1. OFFICE OF THE PROVOST Budget Presentation April 10, 2002

  2. ACADEMIC AFFAIRS

  3. STRATEGIC GOALS • Restructuring the Organization

  4. OFFICE OF THE PROVOST

  5. VICE PROVOSTFOR RESEARCH

  6. VICE PROVOST FOR EXTENDED PROGRAMS/DEAN OF UNIVERSITY COLLEGE

  7. VICE PROVOSTACADEMIC AFFAIRS

  8. ORGANIZATION • Associate Vice Provost for Undergraduate Education • Consolidated General Education and Transfer & Articulation • Combine Retention Efforts • ACAD/TRAC • Classical Retention Efforts • Director Curriculum & Assessments • Associate Vice Provost for Graduate Education

  9. STRATEGIC GOALS • Restructuring the Organization • Center for Advanced Learning

  10. Center for Advanced Learning

  11. STRATEGIC GOALS • Restructuring the Organization • Center for Advanced Learning • Increase Visibility of the Honors Program

  12. HONORS PROGRAM GOAL: RECRUIT THE BEST STUDENTS • Strategies may include: • Upgrade Requirements • Develop more Upper Division Honors Courses • Develop a Two Semester 1st Year Core Sequence • Improve Coordination with Departmental Programs • Examine Faculty Needs • Restructure the Faculty Advisory Council • Increase Opportunities for Honors Students

  13. Graduate School

  14. ACCOMPLISHMENTS/ INCREASED EFFICIENCIES I. Introduction of Workstudy GAships An additional $396,711 to GA stipends II. Appropriate codingof practica, research courses, internships, workshops, field experience, special projects, and other independent study courses Last year at the graduate level alone, we undercounted over 1300 credit hours

  15. RESTRUCTURING • Admissions • Merge with Undergraduate Admissions • Recommended changes to increase efficiency and save resources • Eliminate Graduate Faculty Status. • Merge Curriculum Planning functions for undergraduate and graduate. • Change procedures for competitive awards.

  16. NEEDS/CONCERNS • GA funding. Facts: We fund about 1100 GAs: • 63% of all fulltime masters students; nationally 31% funded • 93% of all fulltime doctoral students; nationally 60% funded • 35% of all fulltime MBA students;nationally 12% funded • 11% of all fulltime law students;nationally 2% funded

  17. NEEDS/CONCERNS • 89.6% of GA tuition paid from Central Pool; • last year = $4,722,077.30 • One third of GA stipends are less than $4,000/year • Average stipend is $6,600 per academic year • 30% contracts are for less than 20 hrs/week • Only 18.4% of our GAs TEACH • 45% do SERVICE or ADMINISTRATIVE work

  18. GA Recommendations • Eliminate or restructure Central Pool & redistribute that money directly to units to encourage fewer & higher paid GAships. • Give 10 hours GAs only half tuition. • Raise minimums for stipends.

  19. II. Staffing needs • TA training. • Maintain efficient processes. • Work more closely with off-site offices. • Grow resources needed for international students.

  20. STRATEGIC GOALS • Restructuring the Organization • Center for Advanced Learning • Increase Visibility of the Honors Program • Restructuring the Funding Process for Research

  21. RESEARCH FUNDING PROPOSAL • Vice Provost for Research allocates 100% of F&A • 30% ($1,100,000) returned to Originating areas • 34% ($1,200,000) Central Administration Infrastructure (including grants accounting) • 17% ($600,000) Centers & Institutes • 19% ($700,000) Faculty Research Grants, Start-up costs & Matching Federal Grants

  22. VICE PROVOSTFOR RESEARCH

  23. STRATEGIC GOALS • Restructuring the Organization • Center for Advanced Learning • Restructuring the Funding Process for Research • General Funding of the Libraries

  24. LIBRARY FUNDING Association of Southeastern Research Libraries • For Calendar Year 2000 • Materials shortage $ 64,750 • Operations Shortage $1,048,957

  25. STRATEGIC GOALS • Restructuring the Organization • Center for Advanced Learning • Restructuring the Funding Process for Research • General Funding of the Libraries • Academic Involvement in FedEx Institute

  26. Center for Managing Emerging Technology Institute for Intelligent Systems MS Curricula:E-Commerce;Mgmt of Technology; BioInformatics Center for Spatial Analysis Center for Digital Economic and Regional Development Center for Supply Chain Management & Logistics Center for Life Sciences Center for Advanced Learning Center for Multimedia Arts

  27. STRATEGIC GOALS • Restructuring the Organization • Center for Advanced Learning • Increase Visibility of Honors Program • Decentralize the Tuition Waiver Pool • Restructuring the Funding Process for Research • General Funding of the Libraries • Academic Involvement in FedEx Institute • Change Admission Requirements/TRAC

  28. Current Guaranteed Admission standards Proposed Minimum Standard ADMITTED STUDENTS 1995 - 1999 Numbers in RED indicate students who would be denied admission based upon poor likelihood of persistence

  29. DIVERSITY OF ADMITTED STUDENTS Inner ring = Acceptees; Outer ring = Rejects

  30. ENROLLMENT CHANGE IMPACT ON FUNDING AND FEES Notes: FY02 Formula $115.7 million; FY02 Maintenance fees per full-time student: $2,858 Current formula floor (95% of base) : 15,105 Under current procedures, FTE Base is reduced only after actual enrollment falls below floor for two consecutive years. Formula FTE loss is partially offset by prorated gain in upper level SCHs. July 2002 expenditure budget for R&D totals $915,000. Office of Financial Planning

  31. STRATEGIC GOALS(CONT.) • INCREASE SUPPORT OF FACULTY: Allow Faculty to fulfill their roles as teachers, mentors and researchers and pursue partnerships • Technical Expertise • Computer Support • Web Design & Maintenance • Document Imaging • Financial Expertise • College Level • Central Administration

  32. FUNDING REQUESTSfor FY 2002-03

  33. ALLOCATION OF NEW FUNDS 1. GAP ANALYSIS FOR FACULTY/STAFF • $250,000 2. COMMITMENTS TO FACULTY • AUDIOLOGY • COMPUTER SCIENCE • EDUCATION • INSTITUTE FOR INTELLIGENT SYSTEMS • MUSIC • $210,000

  34. ALLOCATION OF NEW FUNDS 3. LIBRARY HOLDINGS • $250,000 per year for four years 4. PROFESSIONAL STAFF SUPPORT • $360,000 for technical staff • $110,000 for financial staff 5. INCREASE GRADUATE ASSISTANT STIPENDS • $250,000 per year 6. INCREASE OPERATING & TRAVEL • $200,000 per year

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