Division of Academic Affairs 2013 Budget Request

Division of Academic Affairs2013 Budget Request

Division of Academic Affairs2013 Budget Request

Strategic Budget and Planning Council

July 1, 2011

• Historical approach: non-strategic– Increased enrollments to make up shortfalls–numbers over quality – Part-time faculty absorb teaching load for 1st year and gen ed’s– Budget reductions – AA absorbs 80%– Non-strategic disinvestment in academic core mission

• Current approach– Strategic investments contribute to learning and scholarly

environment for faculty and students – enhance value– Implement quality and value-added initiatives, while remaining

efficient and innovative– Align investments with Academic Plan- Recruit and retain quality students and faculty

Budgeting ApproachesBudgeting Approaches

FY2011 & FY2012FY2011 & FY2012

FY2011 Assigned Budget

Jan 11th Target

Actual Departmental

Base Reductions % of Total

Recommended Restoration of

Base Reductions

President $2.1M $50,000 $50,000 3% $49,449

Academic Affairs $154.2M $1,272,249

$1,272,249 80% $1,258,224

Admin & Fin $30.6M $252,576 $94,576 6% $93,534

Athletics $9.5M $78,402 $78,402 5% $77,538

R & E Dev $0.3M $2,221 $2,221 0% $2,197

Stud Affairs $6.1M $50,086 $50,086 3% $49,534

Univ Adv $5.6M $46,023 $46,023 3% $45,516

SUBTOTAL $208.4M $1,751,557

$1,593,557$158,000

$1,751,557One time

only

$1,575,992

Priority New Resource Needs for FY 13

Priority New Resource Needs for FY 13

1. Strategic Full-Time Faculty Hires

2. Support for Global Strategies: Chief Global Officer

3. Office of Experiential Learning and Community Engagement: Liaisons and Electronic Portal

4. Graduate Research Tuition Differential Fellowship

5. Coordinator of Summer School and Special Programs

1. Strategic Full-Time Faculty Hires1. Strategic Full-Time Faculty Hires

Rationale: URI has added more than 4300 FTE students while the number of tenure-track faculty and lecturers have remained

constant

1. Strategic Full-Time Faculty Hires1. Strategic Full-Time Faculty HiresRationale: URI invests less in instruction than our regional peers

Table1. Comparison of Institutional Investments in Instruction on a Per-Student Basis in 2009 and from 2000-2009

Per Student Instruction Investment Institution $ Per Student % Increase Over 10 Years URI $ 6,541 11.5%UMASS $10,629 33.2%UNH $10,249 74.2%UVM $12,131 28.5%UMO $ 7,405 19.9%UCONN $20,141 114.1%

1. Strategic Full-Time Faculty Hires1. Strategic Full-Time Faculty HiresRationale: URI invests less in instruction than our regional peers

Table 2. Proportion of Institutional Budgets Expended on Instruction Institution/Category Instruction Expenditures as % Total University of RI 23.6%RI College 33.4%New England Land Grants 29.6%4-year Publics 30.1%

URI is among the most expensive public doctoral granting institutionsin the country with regard to OS tuition, fees, housing, and dining

Student to Faculty Ratio ComparisonsStudent to Faculty Ratio Comparisons

URI – from 14:1 to 15.5:1 --- target ~16.5:1

UCONN - 18:1 PSU – 17:1

UMASS - 18:1 UILL - 17:1

UNH - 19:1 UFL - 22:1

UVM - 17:1 UTA - 18:1

URI achieves lower ratio with disproportionate reliance on part-time faculty teaching intro courses

1. Strategic Full-Time Faculty Hires1. Strategic Full-Time Faculty Hires• Total Projected Cost for FY 13: $1.46 million• Request FY 13 GF: $1.2 million• Academic Affairs Reallocation Cost-Share FY 13: $260,000• “Clusters” of three tenure-track/clinical faculty hires in each of the

four thematic areas in the Academic Plan, with interdisciplinary and global emphases:

• Health and Wellness

• Environment and Green Economy

• Science and Technology

• Liberal Learning and Scholarship

• Four full-time lecturers – courses that serve the university broadly • Projection for FY 14: 8 tenure-track and 2 lecturers• Projection for FY 15: 4 tenure-track and 2 lecturers



• Rationale: Internationalizing URI is a major goal of the Academic Plan and the President’s vision

• Provide leadership to guide our international strategy, build partnerships and international opportunities for education and research, and increase enrollments of international students

• Task Force on Global Learning has recommended that the University invest in an office that would integrate efforts across all academic units, and JCAP has endorsed

• Build on our International Visiting Scholars Program and new ESL program

• Capture revenue we are now missing (only 41 intl students)



• Total Projected Cost FY 13: $260,000• Request FY 13 GF: $225,000• Academic Affairs Reallocation Cost-Share FY 13:

$35,000• This investment would support salary, benefits, support,

and operating budget for Global Officer• Projection for further investment in global initiatives for

FY 14 and FY 15 would come largely from reallocation rather than new general fund requests

3. Office of Experiential Learning and Community Engagement: Liaisons to Academic Units and

Electronic Portal

3. Office of Experiential Learning and Community Engagement: Liaisons to Academic Units and

Electronic Portal • Rationale: Expanding experiential learning - internships, service

learning, projects, and project-based courses – central in the Academic Plan and President’s vision

• Creation of a “one-stop shop” to support faculty, students, and external constituents in building high quality learning opportunities – Office of Experiential Learning and Community Engagement

• Key element of student recruitment-retention • Development of electronic portal, learning contracts, faculty

support, liability releases, funding mechanisms, data hub, link to Rhody-net and Career Services.

• Key to this initiative is hiring liaisons that would bridge the Office and academic units to support faculty engaged with students in experiential learning

3. Office of Experiential Learning and Community Engagement

3. Office of Experiential Learning and Community Engagement

• Total Projected Cost FY 13: $225,000• Request FY 13 GF: $120,000• Academic Affairs Reallocation Cost-Share FY 13: $40,000• Academic Affairs Soft Money Allocation FY 13: $65,000• Investment would support liaisons to academic units to

assist faculty in experiential learning efforts and development of the electronic portal

• Projection for FY 14: $100,000• Projection for FY 15: $75,000



• Rationale: In FY 10 the Fellowship was created to support faculty research and build vibrant graduate programs by providing matching funds to pay the OS and IS tuition differential for graduate research assistantships

• Successful Program – in FY 11 - $1.15m in grad support

• Adding investments made in FY 11 and FY 12, the program is now funded at a level of $1.45 million

• The fully implemented program needs a $2 million investment to support our research and graduate education enterprise



• Total Projected Cost FY 13: $150,000• Request FY 13 GF: $75,000• Overhead Funds FY 13: $75,000• Projection for FY 14: $200,000• Projection for FY 15: $200,000



• Rationale: URI’s summer program is unfocused, sessions are underutilized and under-programmed, and online learning opportunities are being missed

• Better coordination and creativity of summer programs will help us develop and market new offerings, such as field-based, experiential, travel, artistic, international, and teacher programs – potential to increase revenue

• Coordinator would be expected to generate an additional 5% in enrollments resulting in an additional $400,000 in revenues for the summer - thus, position pays for itself



• Total Projected Cost FY 13: $0• Propose funding the position on soft money

for FY 13 and 14 as a pilot to determine if we can generate revenue and develop creative new programs

• Projection for FY 14: $0• Projection for FY 15: $125,000

Summary of Requests for FY 13Summary of Requests for FY 13

• Total General Fund Requests: $1,620,000

• Total Academic Affairs General Fund Budget: $160,000,000

• Percent Increase Requested: 1%

Progress over Last 12-15 Months in Strategic Priorities

Progress over Last 12-15 Months in Strategic Priorities

• New budget process was instituted that reflects academic strategic planning and enhances communication among units regarding strategic priorities

• Process allows for analysis of unit productivity, cost, effectiveness, and innovation

• Projections are made over three-year horizons that allow us to understand unit needs in the near future

• With budget constraints and reductions, the most important allocations have been strategic investments in faculty positions

Year Faculty retired/resigned Strategic Reinvestment Faculty Lines

2010 9 142011 28.5 392012 23 16a

aFY 11 mid-year reduction translated into a base reduction of 8 faculty lines for FY 12.

Additional Initiatives within Academic Affairs Additional Initiatives within Academic Affairs Other Examples of Reinvestment

Graduate Tuition Differential FellowshipsOffice of Online Teaching and Learning, including

– Online Faculty Fellows ProgramAdmissions Staff EnhancementMulticultural Faculty Apprentice ProgramGrand Challenges course initiativeVisiting International Scholars ProgramUndergraduate Research Fund Graduate Enhancement FundDigital Classroom UpgradeFaculty Laptop Program

Major Capital Investment RequestsMajor Capital Investment Requests

Find new home for Admissions Office, possibly in Fogarty Hall after Pharmacy moves into its

new facility

Capital planning will explore alternatives for useof Fogarty in context of institutional priorities

Division of Academic Affairs 2013 Budget Request

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