Information from 2/11 meeting

The Ad Hoc Budget Committee

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

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)

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.

Student Services, Auxiliary Services(support services, activities, and infrastructure that add

to the “life experience” of the university community

Learning Relationship(student/faculty

interaction)

Disciplinary/Interdisciplinary Units(knowledge and skills advanced through

expert-peer-reviewed research and teaching)

Classrooms, Laboratories, Libraries, Studios(physical infrastructure that enhances the

learning relationship)

Academic and Research Support Services, Student Housing

(support services and infrastructure that enhance the academic environment)

Source: Preliminary Report - Protecting the Academic Core, Academic Core Sub-Committee of the UNC Faculty Assembly 2009-2010

“The financial conditions thatbear 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)

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

Instructional Faculty as % of Total Employees (GA DATA)

20.0%

22.0%

24.0%

26.0%

28.0%

30.0%

32.0%

34.0%

36.0%

38.0%

40.0%

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

ASUECUESSUFSUNCA&TNCCUNCSUUNCAUNC-CHUNCCUNCGUNCPUNC SAUNCWWCUWSSU

Source: Preliminary Report - Protecting the Academic Core, Academic Core Sub-Committee of the UNC Faculty Assembly 2009-2010

UNCW

NCState

Chapel Hill

Source: Preliminary Report - Protecting the Academic Core, Academic Core Sub-Committee of the UNC Faculty Assembly 2009-2010

Instructional SQ FT/Total Students

25.0

30.0

35.0

40.0

45.0

50.0

55.0

60.0

65.0

70.0

75.0

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

ASUECUECSUFSUNCA&TNCCUNCSUUNCAUNC-CHUNCCUNCGUNCPUNCSAUNCWWCUWSSU

UNCW

Integrated Post Secondary Educational Data SystemThe 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/

Median = 0.506

*peer university to UNCW, IPEDS, 2009 data

Median=0.0295

*peer university to UNCW, IPEDS data, 2009

Source: IPEDS 2009 data

Median = 0.630; UNC schools = 0.565

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.