UNIVERSITY OF NORTH CAROLINA WILMINGTON
MEMORANDUM
TO:
Chancellor DePaolo
FROM:
University Planning and Quality Council
DATE:
May 18, 2006
SUBJECT:
Resource plans for UNCW’s progress measures
At its May 10 meeting, the Planning Council completed development of resource
plans for the university’s ten progress measures. These were approved by the
Planning Council for transmittal to the Chancellor, and are included as
attachments to this memorandum. Their purpose is to foster the crucial link
between strategic planning and budgeting, to understand thoroughly the costs of
achieving UNCW’s priority progress measures, to assist the Cabinet in budget
allocation decisions, and to provide information for setting future realistic targets.
It is intended that these resource plans will be updated regularly to help in
monitoring progress toward achieving the stated targets and that, with your
concurrence, they will be displayed on UNCW’s planning Web site in a format
similar to the attached plans.
10 attachments
UNIVERSITY PLANNING
601 SOUTH COLLEGE ROAD, WILMINGTON, NORTH CAROLINA 28403
Progress measure #1: student-faculty ratio
Progress measure 1
Improve the student-faculty ratio from 18.2 to 1 in 2004-05 to 17.2 to 1 by 2007,
with a long term target of 16 to 1.
Significance
The student-faculty ratio is a universal measure of an institution’s capacity not
only to offer small classes, but also to sustain directed individual study,
undergraduate and graduate thesis direction, senior projects, honors projects,
student involvement in faculty research, and student-faculty interaction in
general.
Where we are now
As of fall 2005, UNCW’s student-faculty ratio was 17.9 to 1. Nine of our fourteen
benchmark institutions have lower ratios.
Resource plan
Based on enrollment projections, approximately 37 anticipated enrollment growth
funded positions for 2006-07 and 2007-08, and the phase-in of approximately 35
faculty positions funded by MALSA in fall 2006 and fall 2007, the student-faculty
ratio can be reduced to 16.8 to 1 by fall 2007, provided all these funds are used
to hire faculty (or for operating expenses to free up existing vacant positions for
hiring purposes). If in addition, the UNCW campus-initiated tuition increase
recommendation is adopted ($30 per student per year for five years targeted for
additional faculty positions), the student-faculty ratio would drop to approximately
16.6 to 1 by fall 2007, and to 16.3 to 1 by fall 2010. An additional $1 million
would have to be identified in order to reduce the fall 2010 ratio from 16.3 to 16.
The cost of salary and benefits to hire a total of 153 additional faculty (the
number required to achieve a ratio of 16 to 1 by 2010) over the five-year period is
$12.3 million: $6.9 million in enrollment growth funds, $2.8 million in MALSA
funds, $1.6 million in tuition increase funds, and $1 million from unidentified
sources. Further planning is needed to determine the total cost of hiring
significant numbers of additional faculty (including start-up costs, travel and staff
support, facilities, etc.), to identify funding for these additional costs, and for the
allocation of future positions to academic areas.
Estimated cost for salary and benefits (to achieve a ratio of 16 to 1): $12.3 million.
Progress measure #2: student-staff ratio
Progress measure 2
Improve the student-staff ratio from 10.9 to 1 in 2003-04 to
10.0 to 1 by 2010.
Significance
Non-faculty staff personnel perform indispensable services that directly affect the
quality of a university. Professional staff include administrative, public service,
and academic support; and non-professional staff include secretarial, skilled
crafts, and service/maintenance.
Where we are now
As of fall 2005, UNCW’s student-staff ratio was 10.1 to 1. Five of our fourteen
benchmark institutions have lower ratios. Within the UNC system, UNCW is
next-to-last in student-staff ratio. Based on comparative ratios in the UNC
system, the greatest need appears to be in the areas of clerical and
service/maintenance staff.
Resource plan
Based on enrollment projections, approximately 167 new staff positions would be
needed to achieve a 10 to 1 student-staff ratio in 2010 at a cost of approximately
$7.6 million for salary and benefits. New staff positions are funded by
appropriated enrollment growth funds, student fees, receipts, grants, and building
reserves. Enrollment growth funds are expected to provide approximately $1.2
million per year for the next five years beyond salary and benefits for faculty
needed to accommodate enrollment increases. However, over the past two
years UNCW has established only three staff positions per year from enrollment
growth funds. Historically, over the past ten years UNCW has added an average
of 38 new staff positions per year from all funding sources combined.
Maintaining that rate of hiring staff would be required to meet the 10 to 1 target
ratio.
Based on projections identified by the vice chancellors, however, the university’s
need is about twice as great as projected resources will provide. Divisional
requests amount to nearly 350 positions over the next five years at a total cost of
more than $15.3 million. Allocating available resources to create staff hiring
opportunities will require strategic decisions to advance the seven goals of the
strategic plan, and to provide the necessary start-up costs, facilities, and
operating expenses associated with hiring additional staff.
Estimated cost for salary and benefits (to achieve a ratio of 10 to 1 in 2010): $7.6
million.
Progress measure #3: diversity
Progress measure 3
Reduce disparities in retention and graduation rates between majority and minority
student populations, and increase the proportion of student enrollments from
historically underrepresented groups to achieve a critical mass necessary to enrich
the education of all UNCW students.
Significance
To serve the higher education needs of southeastern North Carolina, to respond to
the changing demographics of North Carolina’s high school graduates, and to uphold
diversity as a core value, UNCW must monitor those indicators that have historically
shown gaps in achievement between traditionally underrepresented groups and the
general student population.
A diverse student body is essential for enriching the education of all UNCW students.
Cultural, racial, ethnic and global diversity are fundamental to the mission of the
university and are essential elements of an atmosphere of openness and free inquiry
upon which teaching and learning rest. The measure of diversity lies not in
maintaining certain percentages of minorities or even in representing the regional
population, but rather ensuring a critical mass of historically underrepresented
groups to promote cross-cultural and racial understanding, to break down racial
stereotypes, to enliven class discussions, to enable students to understand persons
of different backgrounds, and to prepare students with leadership skills for success in
an increasingly diverse workforce. The results of surveys, exit interviews and focus
groups are the best ways to measure progress in diversity and to identify ways to
improve.
Where we are now
To produce a more diverse graduation class we must recruit a more diverse student
body – minority enrollments in 2005 totaled 11% of undergraduates – and improve
our six year graduation rates: 61.2% for all students, 40.0% for African-American
students, 55.6% for Asian students, 44.0% for Hispanic students, and 53.8% for
Native American students (for the fall 1998 to the spring 2004 cohort.)
Resource plan
The September 2004 UNCW Diversity Initiative Plan offers a comprehensive and
integrated description of the recruiting and retention strategies necessary to advance
this progress measure. Based on the recommendations of this study and the funding
already committed to those recommendations (as of April 2006), there is a need for
at least an additional yearly investment of $275,000 for staff and programming, as
well as $1,000,000 for one hundred scholarships of $10,000 each. The additional
endowment necessary to generate the $1,000,000 needed each year has been
identified as a crucial component of the upcoming comprehensive campaign.
This estimate should be considered at the low end of the amount needed and the
university should monitor carefully progress on this measure, to insure that sufficient
resources are in fact in place to achieve it.
Estimated annual expenses (excluding scholarships) to meet diversity measure: $275,000.
Progress measure #4: retention and graduation
Progress measure 4
Increase the freshman to sophomore retention rate from 85.7% in 2004-05 to
90% by 2010, and the six-year graduation rate from 61% in 2004-05 to 80% by
2015.
Significance
A nationally recognized indicator of academic quality, the freshman to
sophomore retention rate reflects student satisfaction with their choice of higher
education institution, the extent to which the university meets students’
expectations, the success of programs designed to help students meet academic
goals, and the degree to which the university is viewed as a “destination” school.
Freshman retention is a key influence on the six-year graduation rate, a universal
indicator of institutional quality and of general student achievement.
Where we are now
UNCW’s freshman to sophomore retention rate was 83.3% for the entering class
in fall of 2004. The five year average from 1999 to 2003 is 83.36%. The UNC
system five year average over the same period of time is 81.22%. The 4 year
graduation rate for full-time freshmen entering UNCW in the fall of 2000 is 42.7%
with a persistence rate of 66.9%. The 4 year graduation rate for all full time
freshmen entering a UNC Institution in the Fall of 2000 is 34.7% with a
persistence rate of 63.2%. UNCW’s six year graduation rate for the class
entering in 1998 is 61.2% with a persistence rate of 63.3%. The UNC system six
year graduation rate for all full time freshmen entering a UNC institution in 1998
is 57.8% with a persistence rate of 61.1%. UNCW is 5th in retention to
sophomore year when compared to the benchmark peers using the fall 2003
cohort.
Resource plan
It is imperative that UNCW invest in our capacity to collect strategic data and
significantly broaden our understanding of the factors that influence retention and
graduation rates. Consequently, a resource investment in the Office of
Institutional Research is essential. In addition, the development and analysis of
strategic data should be done in consultation with the Enrollment Management
Council. Improving the current retention, graduation and persistence rates at
UNCW requires a comprehensive approach that has broad institutional
ownership involving collaborative programs and services over the course of a
student’s university experience that are supported through significant resources
in the form of additional personnel, expanded facilities and increased
programming dollars. It is expected that this initial investment will result in data
driven recommendations that enable the university to establish and achieve
success in improving graduation and retention rates.
Estimated cost for salary and benefits for the following positions:
Continuing Cost:
Applications Programmer II (Database Specialist)
Research Analyst – Enrollment Management
$62,500
$55,000
One time Cost:
Recruitment and position start up.
$ 24,000
Estimated annual cost for salary and benefits for data gathering and strategy
development: $117,500. Total one time costs: $24,000.
Progress measure #5: campus housing
Progress measure 5
Increase the percentage of undergraduates housed on campus from 23.1% in
2004-05 to 35% by 2009, with a long term target of 40%.
Significance
A strong core of undergraduate students living on campus contributes to student
engagement in academic activities, interaction between faculty and students,
involvement of students in campus organizations and events, a general
atmosphere of learning, greater likelihood of alumni support, and a sense of
campus community.
Where we are now
As of fall 2005, 22.3% of UNCW undergraduates were housed on campus. Only
three of our fourteen benchmark institutions house a lower percentage of
undergraduates on campus. Our benchmarks range from a low of 20% to a high
of 65%, with an average of 35.6%
Resource plan
Phase I (Seahawk Village) of a three phase privatized housing plan, scheduled
for completion by fall 2006, will add 524 assignable apartment-style beds. Phase
II, planned for completion by August 2007, will add another 609 assignable beds.
Together, the first two phases will bring the percentage of undergraduates
housed on campus to 32.1% by fall 2007. A third phase, tentatively planned for
fall 2009, would create an additional 500 suite-style beds and achieve a level of
35.8% undergraduates in campus housing. Construction costs (estimated at
$27 million for Phase I and $36 million for Phase II) will be financed by bonds
issued by a UNCW corporation and to be retired by rentals. The cost of staff
required to operate and maintain the new housing is included in the resource
plan for progress measure #2.
Based on enrollment projections, to achieve the long term target of 40% by 2015
would require an additional 740 beds beyond Phase III. The demand for
additional beds after Phase III will be evaluated in 2009 and plans will be
developed according to unmet needs.
Estimated total construction cost of Phases I and II (to bring the percentage of
undergraduates housed on campus to 32.0% by fall 2007): $63 million (from bonds
issued by a UNCW corporation and to be retired by rentals).
Progress measure #6: salaries
Progress measure 6
Working within the policies of the General Assembly, the Board of Governors, and the
Office of State Personnel, steadily increase average faculty salaries to the peer group
80th percentile for each rank, the salaries of other EPA positions to the respective peer
group 80th percentile, and SPA salaries to at least the market value for each position.
Significance
Competitive salary and benefits are essential for attracting and retaining highly
qualified faculty and staff, and for maintaining employee morale.
Where we are now
There are two overall mechanisms used to increase salaries:
1. Legislative Action – The General Assembly makes an annual determination
whether to award additional salary funds to state employees. Any allocated funds are
distributed by Board of Governors’ parameters for faculty and other EPA employees
and by Office of State Personnel parameters for SPA employees.
2. University Initiated – Any other salary increases are determined by the university
within required operating parameters. For example, there have been recent
opportunities to increase faculty salaries through campus-initiated tuition increases
with $1.8 million used for salary adjustments. Also, in fiscal 2006, UNCW allocated
$415,000 for in-range market adjustments for SPA salaries using internal funding.
Over the past ten years, the gap between the UNCW average faculty salary and the
benchmark average has remained nearly constant—approximately 7-9% below the
benchmark average. Seven of our fourteen peer institutions have higher average
faculty salaries than UNCW which places UNCW at exactly the 50th percentile
(median) in this peer group. By rank, UNCW Professors are at the 44th percentile of the
peer group; Associate Professors are at the 38th percentile and Assistant Professors
average salary compare to the 63rd percentile of the peer group. UNCW’s overall
average faculty salary* (of full time instructional faculty on 9 or 10 month contracts in
Fall 2004) was $58,287. The 80th percentile (top quintile) of UNCW’s peer institution
average faculty salaries was $70,964. To attain the 80th percentile of the peer group,
the average faculty salary would have to increase by $12,677. Based on present
faculty size, the associated cost would be approximately $6.9 million. For non-faculty
EPA and SAAO’s to attain the 80th percentile of their peer group, the cost would be
approximately $1.2 million with 60% of these employees below the target salary.
Currently more than 74% of SPA employees’ salaries are below the market value for
their occupational group, and it would cost at least $2.0 million to move their salaries
up to that level. Including benefits, the total cost for these three groups to move to the
targeted levels would require UNCW to spend $ 11.6 million.
Resource plan
This progress measure is the one over which UNCW has least relative control. While
$ 11.6 million is a daunting number, UNCW has committed to using available funds
within its discretion, whenever possible, to improve employee salaries overall.
Examples of this include campus-initiated tuition increases as noted above, SPA range
revisions and in-range adjustments, and any labor market adjustments for EPA.
Estimated cost to meet the salary and benefits targets of progress measure 6: $11.6 million.
* Data sources are: IPEDS for faculty salaries, CUPA for EPA and SPA salaries.
Progress measure #7: R&D expenditures
Progress measure 7
Increase total annual R&D expenditures from $13 million in FY 2004 to at least
$20 million by 2010.
Significance
Research and development expenditures are funded primarily through federal
research grants awarded to faculty, with the Center for Marine Science leading
the way. R&D expenditures not only measure faculty research activity, but also
the capacity to offer undergraduate and graduate students opportunities for
involvement in research projects with faculty, as well as facilitation of
collaborative research partnerships with local industry and government and
applied research that benefits regional development.
Where we are now
As of FY 2004 we were at $13 million in R&D expenditures.
Resource plan
Based on data from previous externally funded projects UNCW can reasonably
plan to achieve a goal of $20 million in R&D expenditures by meeting the
following objectives: 1) increasing total proposals submitted by 30 each year (274
to 409 annually), 2) maintaining a high success rate, 3) improving our ratio of
requested to received funds, and 4) establishing an $80,000 target average for
new proposals. Successfully achieving the goal will result in an increase in
annual proposal submissions of 49% and an increase in the number of active
grants from 302 to 495, and increase of 63%. The current staffing of the Office of
Research Services and Sponsored Programs will have to increase
correspondingly to support such growth.
Staffing needs in the next two years include three grants officers, one assistant
director of sponsored programs, one administrative assistant, and one full time
accounting/financial position over the next two year period. Additional needs
over the five year period include a pre-award specialist and a second
accounting/financial position. Total positions required over the five year period –
8. Total cost of salary and benefits to hire 8 new positions to achieve $20 million
in R&D expenditures is $404,670, annual operating increase of $16,000, and one
time start-up costs of $40,000. Further planning is needed to determine the total
cost of increasing R&D to $20 million on other business and administrative units
(e.g., accounting).
Estimated annual cost for salary and benefits and operating (to achieve $20 million in
R&D expenditures): $420,670. Total one time costs: $40,000.
Progress measure #8: international students and student study abroad
Progress measure 8
By fall 2010, increase the international student population to 3% of the total
student population, and annually send 5% of the total student body on a study
abroad program earning at least three credits.
Significance
To create an educational environment that prepares UNCW students to be global
citizens, it is crucial to enrich the composition of the student body through
international representation, and to increase students’ opportunities for
educational experiences abroad.
Where we are now
For the current year, the total international student population was 66 (plus 65
ESL students). This represented only .6% of the student body versus the goal of
3%. The number of students engaged in study abroad was 319 or 2.9% of the
total student body versus the goal of 5%.
Resource plan
Based on enrollment projections, to meet Progress Measure #8, UNCW will need
390 incoming international students and 650 outgoing UNCW students. The chart
below shows UNCW comparative statistics for three system universities:
Institution
# Int’l Students
# Study Abroad
Staff
UNCW Goal
390
650
UNCW Now
66
319
7*
NCSU
1590
570
15
UNCC
820
260
10
UNCG
544
320
8
*UNCW is 7 after current hires completed. Suggested target: 11 total staff persons.
To dramatically increase the number of international students will be a challenge,
especially at the undergraduate level. There is a need to expand staffing by two
persons (one a full-time recruiter and the other to primarily focus on visa issues).
To develop and increase the level of study abroad participants, one staff person
is needed now and another within two years. In addition, because both
international and study abroad students tend to require extra attention and
processing, it is expected that at least two staff positions will be required in other
offices. Increased student support funds will be needed to cover scholarships for
incoming international students plus additional scholarships and travel abroad
funds for outgoing UNCW students. Finally, because the role of faculty is so
critical to the establishment and development of student exchange programs, at
least $75K per year is needed to further develop and/or sustain UNCW and
UNCW constituency programs.
Estimated cost for salary and benefits for four staff persons for the International
Programs Office and two expected elsewhere is $312.5K/year. Threshold additional
annual costs are faculty travel ($75K/year), incoming international student scholarships
($100K/year) and outgoing UNCW student scholarships ($100K) and study abroad funds
($100K/year)). Total annual costs: $687,500.
Progress measure #9: endowment
Progress measure 9
Raise significant additional endowment for diversity and merit scholarships, with
a campaign to be completed by 2013.
Significance
To be competitive with peer institutions for enrolling high-achieving freshmen, it is
necessary to have substantial capacity to offer scholarships on the basis of
academic merit. Simultaneously, diversity scholarships constitute a key
component in the enhancement of student body diversity.
Where we are now
UNCW currently has 201 endowed merit scholarships. The 2004-05 average
freshman merit award at UNCW was $1,436, compared to an average of $3,126
at our peer institutions; additionally, 4% of UNCW freshmen received a merit
award while 17% received a merit award at our peer institutions. The university
currently has very few diversity scholarships.
Resource plan
In order to make significant progress in regard to scholarships, an increase in the
endowment of at least $20 million will be required. Although the campaign goal is
yet to be determined, an increase in the endowment for scholarships that will
position us better among our peer institutions is a likely outcome of the
campaign. Marts & Lundy, the campaign consultant, has provided an
assessment of the university’s readiness for a campaign and has recommended
additional staff to position the university for a successful campaign. Included in
the initial staffing recommendations are 9 positions in Advancement and 3 in
ITSD, as well as a possible contracted Banner trainer. The 9 positions in
Advancement include 2 Major Gifts Officers, 2 administrative staff to support the
MGOs, a proposal writer, an Alumni Relations professional and an administrative
support staff, an additional researcher, and a report writer in Advancement
Services. It is also anticipated, following the results of the electronic screening of
the database of approximately 75,000, that 2-4 additional MGOs will be needed
and 2 additional staff in Annual Giving.
The salary and benefits cost for the initial 12 positions is approximately
$650,000; there will be additional funding needed for equipment and supplies for
these staff, as well as travel for the MGOs and Alumni professional positions.
With the anticipated positions following the electronic screening, an additional
$380,000 will be needed.
Estimated total cost: $1,030,000.
Progress measure #10: alumni giving
Progress measure 10
Increase the alumni giving rate to at least 16% by FY 2008, and to a level in
excess of 16% by FY 2010.
Significance
The alumni giving rate is a widely used measure of alumni satisfaction with their
educational experience. Alumni giving is also an important source of private
funding that is increasingly necessary for the operation of public institutions.
Where we are now
Beginning in FY 2000, the percentage of alumni giving decreased approximately
2% a year for four years to a low of 8%. In FY 2004, increasing the alumni giving
rate became a university priority and new strategies and resources were utilized
to turn the trend around and work toward the average giving rate of peer
institutions. In FY 04, the giving rate was 10.1%, and in FY 05 it increased to
12.24%. The goal for FY 06 is 13%.
Resource plan
The resource plan presented for Progress Measure #9, which is based
on the recommendations of the campaign consultant firm Marts & Lundy, would
also address the needed staff resources to continue efforts toward increasing the
alumni giving rate. (These are the 9 positions recommended for Advancement
and three recommended for ITSD at a total cost of $1,030,000.) In addition, it is
proposed that 3 additional professional staff to be hired by FY 09 in Alumni
Relations and Annual Giving would enable a significantly more comprehensive
alumni program. The salary and benefits cost for these positions would be
$158,000. Funding for equipment and travel would also be needed.
Estimated total cost: $1,188,000 (of which $1.03 million is already reflected in Progress
Measure #9)