the ad hoc budget committee n.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Information from 2/11 meet ing PowerPoint Presentation
Download Presentation
Information from 2/11 meet ing

Loading in 2 Seconds...

play fullscreen
1 / 13

Information from 2/11 meet ing - PowerPoint PPT Presentation


  • 56 Views
  • Uploaded on

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

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Information from 2/11 meet ing' - shea


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
ad hoc committee budget emergency
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
ad hoc committee budget emergency1
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)
5 step process to strategic budgeting in financial emergencies
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.
step 1 decide on a strategic model concentric ring model of the academic core
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

step 2 determine overall financial condition of institution
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
figure 1 instructional faculty as of total employment uncw about average
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

figure 2 instructional square feet per student uncw one of the lowest in system
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

integrated post secondary educational data system
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/
figure 3 mgt admin support staff to total faculty uncw much higher than comparable universities
Figure 3: Mgt/Admin Support Staff to Total FacultyUNCW much higher than comparable universities

Median = 0.506

*peer university to UNCW, IPEDS, 2009 data

figure 4 mgt admin asst to total enrollment uncw much higher than comparable universities
Figure 4: Mgt/Admin Asst to Total EnrollmentUNCW much higher than comparable universities

Median=0.0295

*peer university to UNCW, IPEDS data, 2009

slide12
Figure 5: Instructional Expenses to Tuition & State AppropriationsUNCW much lower than comparable universities

Median = 0.630; UNC schools = 0.565

Source: IPEDS 2009 data

next steps
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.