1. OFFICE OF THE PROVOST Budget Presentation April 10, 2002

2. ACADEMIC AFFAIRS PROVOST DIRECTOR, INSTITUTIONAL RESEARCH ACADEMIC DEANS AUDIOLOGY ARTS & SCIENCES COMMUNICATION & FINE ARTS EDUCATION ENGINEERING BUSINESS & ECONOMICS SCHOOL OF LAW SCHOOL OF NURSING UNIVERSITY COLLEGE UNIVERSITY LIIBRARIES VICE PROVOSTS ACADEMIC AFFAIRS ENROLLMENT SERVICES EXTENDED PROGRAMS RESEARCH DIRECTOR INTERNATIONAL PROGRAMS DIRECTOR, SPACE PLANNING & UTILIIZATION DIRECTOR OF ADMINISTRATION ACADEMIC AFFAIRS BUSINESS OFFICER

3. STRATEGIC GOALS Restructuring the Organization

4. OFFICE OF THE PROVOST

5. VICE PROVOST FOR RESEARCH VICE PROVOST RESEARCH UNIVERSITY- WIDE RESEARCH SERVICES MICROSCOPY CENTER ANIMAL CARE CENTER RESEARCH SUPPORT SERVICES ENVIRONMENTAL HEALTH & SAFETY BUSINESS MANAGER GRANTS ACCOUNTING ADMINISTRATIVE ASSISTANT

6. VICE PROVOST FOR EXTENDED PROGRAMS/ DEAN OF UNIVERSITY COLLEGE VP/EXT PROGRAMS DEAN/ UNIV COLLEGE AVP EXTENDED PROGRAMS MARKETING SPONSORED PROGRAMS PUBLIC SERVICE OFF CAMPUS PROGRAMS ASSOC. DEAN UNIVERSITY COLLEGE ASSISTANT DEAN GRADUATE/ INTERDISCIPLINARY PROGRAMS ASSISTANT DEAN BACHELOR DEGREE PROGRAMS ASSISTANT DEAN DISTANCE EDUCATION/RODP ADVISING & STUDENT SERVICES DIRECTOR CONTINUING EDUCATION

7. VICE PROVOST FOR ACADEMIC AFFAIRS DIRECTOR CENTER FOR ADVANCED LEARNING ASSOCIATE VP UNDERGRADUATE PROGRAMS ATHLETIC ACADEMIC ADVISING RETENTION GENERAL EDUCATION TRANSFER & ARTICULATION DIRECTOR HONORS PROGRAM ASSOCIATE VP GRADUATE PROGRAMS GRADUATE COORDINATOR & ANALYSIS DIRECTOR CURRICULUM & ASSESSMENTS PUBLICATIONS/ COUNCILS VICE PROVOST ACADEMIC AFFAIRS

8. ORGANIZATION Associate Vice Provost for Undergraduate Education –Consolidated General Education and Transfer & Articulation –Combine Retention Efforts ACAD/TRAC Classical Retention Efforts Director Curriculum & Assessments Associate Vice Provost for Graduate Education

9. STRATEGIC GOALS Restructuring the Organization Center for Advanced Learning

10. DIRECTOR ASSOCIATE DIRECTOR INSTRUCTIONAL DESIGNER INNOVATIVE TECH SPECIALIST INNOVATIVE TECH SPECIALIST INNOVATIVE TECH SPECIALIST TRAINING COORDINATOR TRAINING COORDINATOR LIBRARY/ INTELLECTUAL PROPERTY SPECIALIST ADMINISTRATIVE SECRETARY ADMINISTRATIVE ASSOCIATE

11. STRATEGIC GOALS Restructuring the Organization Center for Advanced Learning Increase Visibility of the Honors Program

12. HONORS PROGRAM GOAL: RECRUIT THE BEST STUDENTS Strategies may include: UUpgrade Requirements DDevelop more Upper Division Honors Courses DDevelop a Two Semester 1 st Year Core Sequence IImprove Coordination with Departmental Programs EExamine Faculty Needs RRestructure the Faculty Advisory Council IIncrease Opportunities for Honors Students

14. ACCOMPLISHMENTS/ INCREASED EFFICIENCIES I. Introduction of Workstudy GAships An additional $396,711 to GA stipends II. Appropriate coding of practica, research courses, internships, workshops, field experience, special projects, and other independent study courses Last year at the graduate level alone, we undercounted over 1300 credit hours

15. I.Admissions Merge with Undergraduate Admissions II.Recommended changes to increase efficiency and save resources Eliminate Graduate Faculty Status. Merge Curriculum Planning functions for undergraduate and graduate. Change procedures for competitive awards. RESTRUCTURING

16. NEEDS/CONCERNS GA funding. Facts: We fund about 1100 GAs: 63% of all fulltime masters students; nationally 31% funded 93% of all fulltime doctoral students; nationally 60% funded 35% of all fulltime MBA students; nationally 12% funded 11% of all fulltime law students; nationally 2% funded

17. 89.6% of GA tuition paid from Central Pool; last year = $4,722,077.30 One third of GA stipends are less than $4,000/year Average stipend is $6,600 per academic year 30% contracts are for less than 20 hrs/week Only 18.4% of our GAs TEACH 45% do SERVICE or ADMINISTRATIVE work NEEDS/CONCERNS

18. GA Recommendations Eliminate or restructure Central Pool & redistribute that money directly to units to encourage fewer & higher paid GAships. Give 10 hours GAs only half tuition. Raise minimums for stipends.

19. II. Staffing needs TA training. Maintain efficient processes. Work more closely with off-site offices. Grow resources needed for international students.

21. STRATEGIC GOALS Restructuring the Organization Center for Advanced Learning Increase Visibility of the Honors Program Restructuring the Funding Process for Research

22. RESEARCH FUNDING PROPOSAL Vice Provost for Research allocates 100% of F&A 30% ($1,100,000) returned to Originating areas 34% ($1,200,000) Central Administration Infrastructure (including grants accounting) 17% ($600,000) Centers & Institutes 19% ($700,000) Faculty Research Grants, Start-up costs & Matching Federal Grants

23. VICE PROVOST FOR RESEARCH VICE PROVOST RESEARCH UNIVERSITY- WIDE RESEARCH SERVICES MICROSCOPY CENTER ANIMAL CARE CENTER RESEARCH SUPPORT SERVICES ENVIRONMENTAL HEALTH & SAFETY BUSINESS MANAGER GRANTS ACCOUNTING ADMINISTRATIVE ASSISTANT

24. STRATEGIC GOALS Restructuring the Organization Center for Advanced Learning Restructuring the Funding Process for Research General Funding of the Libraries

25. LIBRARY FUNDING Association of Southeastern Research Libraries For Calendar Year 2000  Materials shortage$ 64,750  Operations Shortage$1,048,957

26. STRATEGIC GOALS Restructuring the Organization Center for Advanced Learning Restructuring the Funding Process for Research General Funding of the Libraries Academic Involvement in FedEx Institute

27. Center for Managing Emerging Technology Institute for Intelligent Systems MS Curricula: E-Commerce; Mgmt of Technology; BioInformatics Center for Spatial Analysis Center for Supply Chain Management & Logistics Center for Life Sciences Center for Multimedia Arts Center for Digital Economic and Regional Development Center for Advanced Learning

28. STRATEGIC GOALS Restructuring the Organization Center for Advanced Learning Increase Visibility of Honors Program Decentralize the Tuition Waiver Pool Restructuring the Funding Process for Research General Funding of the Libraries Academic Involvement in FedEx Institute Change Admission Requirements/TRAC

29. ADMITTED STUDENTS 1995 - 1999 Current Guaranteed Admission standards Proposed Minimum Standard Numbers in RED indicate students who would be denied admission based upon poor likelihood of persistence

30. DIVERSITY OF ADMITTED STUDENTS Inner ring = Acceptees; Outer ring = Rejects

31. ENROLLMENT CHANGE IMPACT ON FUNDING AND FEES Notes: FY02 Formula $115.7 million; FY02 Maintenance fees per full-time student: $2,858 Current formula floor (95% of base) : 15,105 Under current procedures, FTE Base is reduced only after actual enrollment falls below floor for two consecutive years. Formula FTE loss is partially offset by prorated gain in upper level SCHs. July 2002 expenditure budget for R&D totals $915,000.Office of Financial Planning Year Assumed Fee Reductions Formula FTE Base Estimated Formula ImpactFees 140015,900-(1,143,200) 260015,900-(1,714,800) 380015,900-(2,286,400) 41,00015,700(600,000)(2,858,000) 51,20015,475(1,300,000)(3,429,600) 61,40015,275(1,900,000)(4,001,200)

32. STRATEGIC GOALS (CONT.) INCREASE SUPPORT OF FACULTY: Allow Faculty to fulfill their roles as teachers, mentors and researchers and pursue partnerships –Technical Expertise Computer Support Web Design & Maintenance Document Imaging –Financial Expertise College Level Central Administration

33. FUNDING REQUESTS for FY 2002-03

34. ALLOCATION OF NEW FUNDS 1. GAP ANALYSIS FOR FACULTY/STAFF –$–$250,000 2. COMMITMENTS TO FACULTY –A–AUDIOLOGY –C–COMPUTER SCIENCE –E–EDUCATION –I–INSTITUTE FOR INTELLIGENT SYSTEMS –M–MUSIC –$–$210,000

35. 3. LIBRARY HOLDINGS –$250,000 per year for four years 4. PROFESSIONAL STAFF SUPPORT –$360,000 for technical staff –$110,000 for financial staff 5. INCREASE GRADUATE ASSISTANT STIPENDS –$250,000 per year 6. INCREASE OPERATING & TRAVEL –$200,000 per year