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Tuesday, March 11, 2014
The Academic Council functions as the primary organizational group for department chairs and deans. The Council functions in an advisory capacity to the Provost/Chief Learning Officer for Academic Affairs. The Council recommends actions to the Provost who either responds or directs the recommendations to the proper person or organization within the university governance structure. These recommendations will indicate the Council's majority opinion on an issue or a call for action. The recommendations will be in writing and will contain the appropriate individual or group to receive the recommendation.
I. Approval of Minutes from February 11th, 2013
II. Department Chair Discussions with Provost
-we will be looking at about an 18-month window to reset budgets and redirect resources
-has been suggested by Finances that average Revenue Share amount over last 3 years is permanently put into each department’s budget – would need to be revisited each year
-instead of “Revenue Share” Dr. Curtis will refer to “Resourcing Growth”
-development of Dashboard is important (on fast track, need to know the cost of delivering programs prior to resetting the budget)
-Faculty travel for scholarship: Why? What do we spend? How much? Why is this necessary?
-More faculty, supervisors for internships, instructors…how to appropriately staff for needs and predict actual costs and resources needed if student enrollment increases – this includes advisors, etc
-may need some type of electronic method for handling data
-President needs a short-term plan to address growth, and a long-term plan (3 years)
-In order to maintain quality, what are the resources that we need? [this will include carefully scrutinizing needs such as service courses offered in other departments – will more sections be offered?]
-We have a mixed used facility going up to house additional students – that is housing. The next building needs to be a classroom building, lab building…
-Data management? Dashboard being developed by Skip Crooker will help chairs determine instructional costs (and give credit to programs that heavily serve Gen Ed)
B. What will happen with revenue share?
-removing revenue share from departmental budgets would remove the entrepreneurial incentive from offering online and extended campus classes
-decisions about revenue share in the budget have to remain fluid
-how is revenue share divided now? Do departments that ‘earn’ it get it all? Do departments that make less get less?
-the amount of revenue share varies each year but right now depts are able to keep carryforward so that they can ‘even out’ planning and spending
-removing carryforward will encourage spending unnecessarily at the end of a fiscal year so that the department won’t lose the money…but when big ticket items come up, the department won’t have money
-should depts have to submit a plan for how spending money would be used? If carryforward is kept, can we be clear about how those funds are used and when it will be used?
-will chargebacks remain? Why do some chargebacks occur for some services and some services don’t incur chargebacks?
-will budget decisions be made based on enrollment? Yes. Programs that show growth will get additional resources. Programs that show declining or small enrollments will have a “floor” that will protect them.
-subcommittee has been formed from Dashboard Committee to actually “ferret” out actual costs and revenues
-chairs and faculty are most often better at making decisions about spending money than are finance people who do not really understand about department operations
-what if decisions about the disbursement of revenue share rested at the college level?
-timeline: 18 months…plus immediate short-term plan for Resourcing Growth
-how do we find balance between what we make money on and what we lose money on? And the balance between what may cost money but that we value? And still adhere to accreditation standards?
III. Other Items As May Arise
IV. Future Agenda Items
A. Admission standards, enrollment targets, and quality of students
B. Data Warehouse - Dr. Skip Crooker
Respectfully submitted by Nicole M. Nickens