1. CAHSS CAHSS: Past-Present-Future
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CAHSS: Past-Present-Future

2. Timeline: PAST
2016
Deans asked to reduce budgets. CAHSS budget reduction totaled 1.5 million.
Mar
CAHSS identified $600,000 (of the 1.5 million) in budget reduction.
Jul
2017
Eight months later, CAHSS still owes $900,000 to satisfy the 1.5 million reduction.
Mar

3. 2017
Remaining $900,000 required to be identified by October 15, 2017.
Oct
2018
While still working through the process of the $900,000 reduction, state appropriations for FY19 are announced.
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Feb
Reorganization surfaces as leading idea for cost savings and productivity.
Feb

4. Historic financial challenges for CAHSS
Hiring instructors to fill one-year positions; keeping instructor when tenure-track position is filled.
Highest percent of faculty release time across campus.
Small class sizes for many programs.
Largest number of graduate assistant positions for any college; 40% of UCM total.
Sabbaticals. Only college supporting academic leave on a regular basis. Funded by the college.
Revenue generated from course offerings does not equal college expenses.

5. Timeline: PRESENT
2018
Additional reductions for CAHSS anticipated based on state appropriations and enrollment projections.
Mar
SRAM (RCM) Model being used to analyze college and department budget stability.
Based on SRAM/RCM comparison, a high percentage of CAHSS departments do not generate enough revenue to cover expenses.
Apr
Apr

6. Timeline: FUTURE SRAM / RCM Subvention:
Revenue generated pays expenses:
Personnel, operations, travel, etc.
Surplus revenue stays in college and/or school (incentive model).
SRAM / RCM
Revenue from courses flows back to the college and from the college to the schools…
Subvention:
Surplus revenue from one area used to support a more expensive area. Subvention for CAHSS has been paid by Provost’s office for years.
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College
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Schools
CAHSS:
Projected to require regular subvention until productivity can be increased.

7. Reorganization: Model 1

8. Different Dean and programs split between colleges.
Model 1
PRO
CON
PRO
CON
Best chance for expensive program subvention at the college level and therefore, time for programs to develop productivity.
CAHSS Leadership will likely remain stable at a higher percentage than any other college.
No true Liberal Arts College which reflects the current program alignment.
Different Dean and programs split between colleges. 1
With Eric Tenbus leaving, CAHSS has 6 current chairs. This model would potentially place all existing chairs in leadership roles.
UCM projected to move to RCM model as early as FY Parallel models between current budget and RCM model evaluated during FY19.
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9. Other Reorganization Models:
Retain Four Academic Colleges:
CAHSS maintains current leadership structure with Interim Dean. Schools to be determined (see below).
Even with reorganizing to schools, the administrative cost would reduce projections by as much as $300,000.
School sizes targeted at 30 – 35 faculty for effective management. Would require 5 schools minimum for CAHSS.
Average salary + benefits for a full-time instructor, 1st or 2nd year tenure track position, is $70,000. It would take 4.5 faculty positions to equal $300,000.
Programs cuts would be reviewed, although no immediate savings generated.
Other options include across the board salary reduction.

10. Other Reorganization Models:
Reorganize to three Colleges, but with one large Arts & Sciences college.
All CAHSS programs move to this college.
CAHSS loses the independent Dean. An Associate Dean would likely oversee the liberal arts programs and serve as an advocate.
Cost savings very similar to other three-college projections.

11. DISCUSSION QUESTIONS? CAHSS Preference Survey: www.ucmo.edu/cahss
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CAHSS Preference Survey:
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