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2009 -2010 Budget Presentation 1 2009 -2010 Budget Presentation 1

Introduction • Unprecedented growth over the past few years in both undergrad and grad Introduction • Unprecedented growth over the past few years in both undergrad and grad enrolments • Continue to have largest 2 nd, 3 rd and 4 th year class sizes PROBLEM… • 0% real growth in number of faculty positions over the past three decades… POSTSCRIPT… • 5 New tenure-track positions to begin July 1, 2009 • But this increase does not go far enough… 2

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U/G Student Count as of Last Week of Fall Classes: Business Administration 4 U/G Student Count as of Last Week of Fall Classes: Business Administration 4

Student Count as of Last Week of Fall Classes: Undergraduates in Eight Faculties 5 Student Count as of Last Week of Fall Classes: Undergraduates in Eight Faculties 5

Convocants Historical Convocation Data YEAR 6 Convocants Historical Convocation Data YEAR 6

Historical Faculty Size 7 Historical Faculty Size 7

Fiscal Gap Remains 2002 – 2006: • 3 studies conducted • Key finding in Fiscal Gap Remains 2002 – 2006: • 3 studies conducted • Key finding in each study is that Faculty of Business Administration has a fiscal gap that exceeds $2 million dollars. 8

Fiscal Gap ($ Millions) - 4 YEARS AGO Average Cost Internal Benchmark Local Benchmark Fiscal Gap ($ Millions) - 4 YEARS AGO Average Cost Internal Benchmark Local Benchmark U of R Average Cost Faculty of Education U of S College of Commerce Total Baseline Budget of eight Uof. R Faculties divided by total Cr hrs taught x URBus Cr hrs. 2005/2006 Baseline Budget of the Faculty of Education Published 2005/2006 Budget of the College of Commerce at the Uof. S $5. 34 $5. 94 $5. 10 Three University Comparison University of Victoria Brock University of Calgary Total budget of Faculty or School divided by total credit hours taught, multiplied by URBus credit hours taught $5. 77 $5. 90 $16. 90 Faculty of Business Administration 2005/2006 Baseline Budget $3. 00 GAP $2. 34 $3. 00 GAP $2. 94 $3. 00 GAP GAP $2. 10 $3. 00 GAP $2. 77 $3. 00 GAP GAP $2. 90 $3. 00 GAP $13. 90 9

Canadian Business School Budgets 2005 Data on 21 Business Schools 10 Canadian Business School Budgets 2005 Data on 21 Business Schools 10

Canadian Business School Budgets 2001 Data on 40 Business Schools 11 Canadian Business School Budgets 2001 Data on 40 Business Schools 11

Canadian Business School Budgets Canadian Business School Survey 2004 -2005 produced by AACSB International Canadian Business School Budgets Canadian Business School Survey 2004 -2005 produced by AACSB International University Operating Budget HEC Montreal $88, 800, 000 U. of Manitoba $11, 398, 571 Univ. of Toronto $50, 903, 677 U. of Lethbridge $10, 326, 300 U. of Brit. Columbia $42, 420, 000 Brock University $10, 112, 007 Queen's University $40, 000 Athabasca Univ. $9, 448, 000 Univ. of Alberta $27, 500, 000 Memorial Univ. $7, 658, 689 Univ. of Calgary $25, 000 Carleton University $5, 000 University Laval $22, 000 Royal Roads Univ. $3, 555, 740 Univ. of Ottawa $17, 228, 607 U. of Regina $2, 989, 000 Simon Fraser $16, 400, 000 Fraser Valley $1, 600, 000 Wilfrid Laurier $15, 300, 000 Trent University $1, 444, 550 12

Several Years of Operation Forecasts From the 2004 -2005 Comprehensive Budget Plan “There is Several Years of Operation Forecasts From the 2004 -2005 Comprehensive Budget Plan “There is a strong case for the allocation of more funding to this faculty………. . . The Faculty of Administration should not be left behind its counterparts. It should be noted in this connection that the rudimentary comparative information available about the equity of allocations to faculties suggests that Administration may be underfunded relative to other faculties……. . ” 13

Several Years of Operation Forecasts From the 2005 -2006 Operations Forecast “Ensuring the competitiveness Several Years of Operation Forecasts From the 2005 -2006 Operations Forecast “Ensuring the competitiveness of the Faculty with its counterparts at other universities will require additional resources through internal reallocation, increased tuition fees retained by the Faculty, or an injection of new funds. ” 14

Recent Operation Forecasts From the 2006 -2007 Operations Forecast “Ensuring the success and competitiveness Recent Operation Forecasts From the 2006 -2007 Operations Forecast “Ensuring the success and competitiveness of the reconfigured Faculty of Business Administration requires additional resources. Preliminary assessment of the competitive situation of the Faculty vis-à-vis other business schools in Canada suggests additional resource needs of at least $500, 000 over the next two years. ” 15

Recent Operation Forecasts From the 2007 -2008 Operations Forecast “External reviews have determined that Recent Operation Forecasts From the 2007 -2008 Operations Forecast “External reviews have determined that a number of key academic and administrative functions of the University of Regina are seriously under-resourced. The Faculty of Business of Administration operates with funding per student that is significantly less than is available to its peers elsewhere in Canada, including the University of Saskatchewan. Enrolments in its programs continue to grow at the undergraduate and graduate levels. ” 16

The Fiscal Gap Still Exists 17 The Fiscal Gap Still Exists 17

% of Weighted CCE-Adjusted FLE Funding by Faculty 18 % of Weighted CCE-Adjusted FLE Funding by Faculty 18

Operating Budget divided by Disciplineweighted CCE-adjusted SUFM FLEs 19 Operating Budget divided by Disciplineweighted CCE-adjusted SUFM FLEs 19

Implications • Faculty members are teaching one to three overload course(s) per year, at Implications • Faculty members are teaching one to three overload course(s) per year, at the expense of their research. • 3 rd year classes used to be capped at 45 students to preserve quality – but demand exceeds capacity by 20% to 30%, so 3 rd year class sizes have rise to 68 students. • We are not well-positioned to handle further enrolment growth in undergraduate or graduate programs, in spite of the fact that business programs are increasingly popular. • The quality and quantity of our research, teaching, and service is being negatively affected. 20

Clearing up some Myths… 21 Clearing up some Myths… 21

Myth #1 • $4 million Levene gift • Have only received $1 million; balance Myth #1 • $4 million Levene gift • Have only received $1 million; balance is a planned gift • Levene fund only for things we could not otherwise afford – NOT for regular operating expenses • Have interpreted this very liberally, because so many things we can’t afford under our current operating budget! • Currently using Levene fund to pay Director’s salary, APT / CUPE staff, and ads/promotional expenses … but this first $1 million will soon run out! 22

Myth #2 • $10 million Hill gift • By Dec. 31, 2008, we only Myth #2 • $10 million Hill gift • By Dec. 31, 2008, we only receive $5 million, of which $3. 7 goes to scholarships & Ivey partnership • Leaves only $1. 3 million in discretionary endowment • Remaining $5 million for discretionary endowment received later, possibly as planned gift • Faculty does not get any interest on endowment until 2010 • Interest on endowment for discretionary spending equals $65, 000/year in 2010 • When full donation is received years from now, total interest on endowment will only be $310, 000 annually. 23

Myth #3 • Faculty ‘slush’ funds • We have provided full details on revenues Myth #3 • Faculty ‘slush’ funds • We have provided full details on revenues and expenditures for our special-project funds Balance at May 1, 2008: $447, 233 Expenditures in 2008/09: Projected Balance at April 30, 2009: $ 69, 209 $378, 024 • These special-project funds consist of external funding used for specific faculty activities • e. g. , faculty travel, faculty research; student activities • Donors have designated these funds for specific uses 24

2009 -10 Budget Request 25 2009 -10 Budget Request 25

2% MORE / 2% LESS ($88, 000) • TOTAL CURRENT FACULTY BUDGET: • $4. 2% MORE / 2% LESS ($88, 000) • TOTAL CURRENT FACULTY BUDGET: • $4. 4 MILLION • 2% more funding: • Hire one additional term position or tenure-track position • 2% less funding: • Cut 1 term position & cut 4 sessional instructors… but this would result in increased class sizes • Average class sizes already largest on campus: • • 200 -level 300 -level 400 -level Graduate 59 students 45 students 35 students 20 students 26

Permission to Fill Positions Existing Positions Permission to hire 2 faculty positions that are Permission to Fill Positions Existing Positions Permission to hire 2 faculty positions that are vacant (1 resignation & 1 retirement); have been using these funds for term positions Existing Positions Permission to delay hiring 2 tenuretrack positions until July 1, 2010, instead of July 2009 (these positions are approved to be internally funded from faculty budget, but we do not have funds available until July 1, 2010 when 2 term positions end) - - 27

Operating Budget Request – SUMMARY 3 Tenure-Track Positions SUB-TOTAL Positions: 1 APT-7 Director of Operating Budget Request – SUMMARY 3 Tenure-Track Positions SUB-TOTAL Positions: 1 APT-7 Director of Levene School 2 APT-5 Advisors @ $50, 000 1 CUPE Technician 1 CUPE Support Staff Initiatives Funding – approx. $50, 000 Equipment Fund Capital Project Requirements SUB-TOTAL balance of items: TOTAL: $195, 000 $70, 000 $100, 000 $45, 000 $30, 000 $38, 000 $18, 000 $301, 000 $496, 000 28

How Will This be Funded? 3 faculty positions to be re-allocated from other Faculties How Will This be Funded? 3 faculty positions to be re-allocated from other Faculties whose student numbers have declined Funding for other positions to come from increase of $10 per credit hour for BUS courses ($10 x 26, 000 = $260, 000 to be allocated to Faculty of Business Administration) Balance of funding for capital projects & equipment to come from increase in MBA tuition to $1, 900/course (currently $1, 300) $195, 000 TOTAL: $496, 000 $260, 000 $41, 000 29

Future Opportunities • Many future opportunities – but it takes money to make money… Future Opportunities • Many future opportunities – but it takes money to make money… 30

Future Opportunities • Expanded International Programs • Continue 2+2 program with Hunan University (30 Future Opportunities • Expanded International Programs • Continue 2+2 program with Hunan University (30 -40 students per year) • New 2+2 program with XMUT China (up to 50 students per year in 2011) • Potential for new 2+2 programs with India & Taiwan (up to 30 students per year in 2012) • Increased recruitment activities to attract additional visa students BUT… Every additional 45 international students requires 2 additional professors! 31

Future Opportunities • Continue growth in Graduate programs • Strong set of high-demand programs: Future Opportunities • Continue growth in Graduate programs • Strong set of high-demand programs: • • • MBA Executive MBA MHRM Master of Admin (Leadership) Master’s Certificates • Anticipate continued growth in these programs due to downturn in the economy 32

Future Opportunities • Continue to Expand Enrollment • Enhanced high school recruitment • SIAST Future Opportunities • Continue to Expand Enrollment • Enhanced high school recruitment • SIAST recruitment • Willing to offer additional course sections to: • Additional student admissions to the Faculty • Students in Fine Arts & Computer Science (new agreements recently in place) • Students across all Faculties (e. g. , Business Minor) BUT. . . Every additional 180 student enrolments requires one additional professor! 33

Future Opportunities • Certificate of Business Administration (Cert. Bus. Admin. ) • Could establish Future Opportunities • Certificate of Business Administration (Cert. Bus. Admin. ) • Could establish a 30 credit hour certificate program • Available to all non-business faculties and programs • Designed to be awarded in conjunction with other undergraduate degree • Offered as “service classes/program” across the University BUT… Every 45 additional students in this program would require 2 extra professors. 34

Future Opportunities - SUMMARY • Growth in graduate programs • Growth through international recruitment Future Opportunities - SUMMARY • Growth in graduate programs • Growth through international recruitment • Growth through high school /SIAST recruitment • Introduction of Minor in Business Administration (and/or Certificate in Business Administration), offered in conjunction with other Faculties 35

We want to help the U of R grow… • Business Administration offers one We want to help the U of R grow… • Business Administration offers one of the greatest student growth opportunity areas • But we can’t grow any further without additional teaching personnel in our faculty • 3 new tenure-track positions are essential for maintaining current viability and positioning for growth • Growth in APT & CUPE positions are essential to provide appropriate level of service to students • It’s time to stop giving each faculty back their historical positions • Vacant positions need to be pooled and re-assigned to growth areas 36

Where to from here? 37 Where to from here? 37