Division of Academic Affairs
2013 Budget Request
Strategic Budget and Planning Council
July 1, 2011
Budgeting Approaches
• Historical approach: non-strategic
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–
–
–
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
FY2011 & FY2012
Rationale for Recommendation: 1)Transparent, credible, equitable 2) Significant savings FY11
($1.1M) Distribute additional funding on the same basis as FY2011 permanent division reductions
FY2011
Assigned
Budget
President
Jan 11th
Target
Actual
Departmental
Base Reductions
% of Total
Recommended
Restoration of
Base
Reductions
$2.1M
$50,000
$50,000
3%
$49,449
$154.2M
$1,272,24
9
$1,272,249
80%
$1,258,224
$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
$208.4M
$1,751,55
7
$1,593,557
$158,000
$1,751,557
Academic Affairs
Admin & Fin
SUBTOTAL
$1,575,992
One time
only
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 Hires
Rationale: URI has added more than 4300
FTE students while the number of tenuretrack faculty and lecturers have remained
constant
1. Strategic Full-Time Faculty Hires
Rationale: URI invests less in instruction than our regional peers
Table1. Comparison of Institutional Investments in Instruction on a PerStudent Basis in 2009 and from 2000-2009
Per Student Instruction Investment
Institution
$ Per Student
URI
UMASS
UNH
UVM
UMO
UCONN
$ 6,541
$10,629
$10,249
$12,131
$ 7,405
$20,141
% Increase Over 10 Years
11.5%
33.2%
74.2%
28.5%
19.9%
114.1%
1. Strategic Full-Time Faculty Hires
Rationale: URI invests less in instruction than our regional peers
Table 2. Proportion of Institutional Budgets Expended on Instruction
Institution/Category
University of RI
RI College
New England Land Grants
4-year Publics
Instruction Expenditures as % Total
23.6%
33.4%
29.6%
30.1%
URI is among the most expensive public doctoral granting institutions
in the country with regard to OS tuition, fees, housing, and dining
Student 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 Hires
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•
•
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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
2. Support for Global Strategies: Chief
Global Officer
•
•
•
•
•
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)
2. Support for Global Strategies: Chief
Global Officer
•
•
•
•
•
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
•
•
•
•
•
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
•
•
•
•
•
•
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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
4. Graduate Research Tuition Differential
Fellowship
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•
•
•
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
4. Graduate Research Tuition Differential
Fellowship
•
•
•
•
•
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
5. Coordinator of Summer School and
Special Programs
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•
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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 fieldbased, 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
5. Coordinator of Summer School and
Special Programs
•
•
•
•
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 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
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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
2010
2011
2012
aFY
Faculty retired/resigned
9
28.5
23
Strategic Reinvestment
Faculty Lines
14
39
16a
11 mid-year reduction translated into a base reduction
of 8 faculty lines for FY 12.
Additional Initiatives within Academic Affairs
Other Examples of Reinvestment
Graduate Tuition Differential Fellowships
Office of Online Teaching and Learning, including
– Online Faculty Fellows Program
Admissions Staff Enhancement
Multicultural Faculty Apprentice Program
Grand Challenges course initiative
Visiting International Scholars Program
Undergraduate Research Fund
Graduate Enhancement Fund
Digital Classroom Upgrade
Faculty Laptop Program
Major 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 use
of Fogarty in context of institutional priorities