-SUMMARY-
1999-2001 - Board of
Governors of the University of North Carolina
UNIVERSITY OPERATIONS
(continued)
The funding requirements for 1999-2001 included in this request are estimates that will be refined as Phase II, which is expected to be completed over a nine-month period, proceeds so an actual funding plan can be provided before the General Assembly acts on the University’s biennial budget request in 1999. (Document reference pages 107 – 112)
b. Productivity and Efficiency – Improvements at Smaller Universities for Operating Efficiencies ($2.4 million for each year of the biennium).
Five constituent institutions with enrollments under 3,000 (Elizabeth City State University, North Carolina School of the Arts, University of North Carolina at Asheville, University of North Carolina at Pembroke, and Winston-Salem State University) have identified specific areas in which they need additional resources in order to increase efficiency and improve communication on their respective campuses.
Three of these institutions have arrived at a point in their institutional development where they need to reorganize in order to carry out their internal business more effectively and compete successfully in the academic marketplace. Each of these is seeking to establish schools, rather than divisions, which will be headed by deans. The role of the dean in the modern institution is to provide academic leadership; to facilitate the formation of coalitions and partnerships that are appropriate in today’s global economy; and to develop increased support from business, industry, and other benefactors. Campuses without such positions find themselves at a disadvantage in comparison with peer institutions. The three institutions requesting funds to permit reorganization are Elizabeth City State University ($300,000 each year), the University of North Carolina at Pembroke ($300,000 each year), and Winston-Salem State University ($400,000 each year).
The remaining two smaller institutions, North Carolina School of the Arts and University of North Carolina at Asheville, have specific needs for additional funding to permit them to carry out their unique missions within the University.
The North Carolina School of the Arts is requesting funds to bring the salaries of its faculty up to those at other University of North Carolina baccalaureate institutions. In addition, the position of Director of Development, which is instrumental in raising supplemental funds to support the school, is currently the only such position in the system that is being fully supported from non-state funds. The school is requesting State funding for that position. Finally, School of the Arts, which has the only school of filmmaking in the State, requires funds to recruit outstanding faculty and provide the latest technology in equipment. The total requested for North Carolina School of the Arts is $600,000 for each year of the biennium.
The University of North Carolina at Asheville, which is the only public undergraduate Liberal Arts I Institution in the State, is requesting funding for four additional faculty positions that will reduce the student-faculty ratio to 15:1. In addition, the university is requesting funding for the purchase of computers and scientific equipment because quality undergraduate teaching also demands that equipment for laboratories and other classes be upgraded on a continuous basis. Finally, additional personnel are needed to increase the quality of academic and student services, to assure student safety, and to meet the demands of a significantly larger number of students in new residence halls. The total requested for University of North Carolina at Asheville is $750,000 for each year of the biennium. (Document reference pages 113 – 117)
c. Productivity and Efficiency – UNC-GA Organizational Changes ($2 million for 1999-2000 and $1.7 million for 2000-01). In recent years, the demands on University of North Carolina General Administration have increased dramatically without a concomitant increase in staffing to handle those demands. Issues such as time to degree, institutional assessment, and enhanced cooperation and data record-keeping for public schools and community colleges, as well as legislative changes permitting decentralization of the management of human resources have all contributed to the pressing workload. General Administration has a history of attempting to manage University affairs with a minimal investment in staff. However, the workload has reached the point where current staffing levels are insufficient to permit timely and effective responses to external and internal demands. The time has come for University of North Carolina General Administration to improve its organizational structure to address the human resource needs of the University as well as to strengthen existing divisions of Program Assessment and Public Service, Finance, and
--> size=2 width="100%" align=center>-SUMMARY-
1999-2001 - Board of
Governors of the University of North Carolina
UNIVERSITY OPERATIONS
(ontinued)
Finally,
Phase II involves the development or refinement by individual University of
North Carolina institutions of campus-specific information technologies plans
to support their respective missions and goals. Campus information technologies
plans will ultimately lead to the development of institutional initiatives that
would be eligible for funding.
The
funding requirements for 1999-2001 included in this request are estimates that
will be refined as Phase II, which is expected to be completed over a
nine-month period, proceeds so an actual funding plan can be provided before
the General Assembly acts on the University's biennial budget request in 1999.
(Document reference pages 107 – 112)
b. Productivity and Efficiency –
Improvements at Smaller Universities for Operating Efficiencies ($2.4 million for each year of the
biennium).
Five
constituent institutions with enrollments under 3,000 (Elizabeth City State
University, North Carolina School of the Arts, University of North Carolina at
Asheville, University of North Carolina at Pembroke, and Winston-Salem State
University) have identified specific areas in which they need additional
resources in order to increase efficiency and improve communication on their
respective campuses.
Three
of these institutions have arrived at a point in their institutional
development where they need to reorganize in order to carry out their internal
business more effectively and compete successfully in the academic marketplace.
Each of these is seeking to establish schools, rather than divisions, which
will be headed by deans. The role of the dean in the modern institution is to
provide academic leadership; to facilitate the formation of coalitions and
partnerships that are appropriate in today's global economy; and to develop
increased support from business, industry, and other benefactors. Campuses
without such positions find themselves at a disadvantage in comparison with
peer institutions. The three institutions requesting funds to permit
reorganization are Elizabeth City State University ($300,000 each year), the
University of North Carolina at Pembroke ($300,000 each year), and
Winston-Salem State University ($400,000 each year).
The
remaining two smaller institutions, North Carolina School of the Arts and
University of North Carolina at Asheville, have specific needs for additional
funding to permit them to carry out their unique missions within the
University.
The
North Carolina School of the Arts is requesting funds to bring the salaries of
its faculty up to those at other University of North Carolina baccalaureate
institutions. In addition, the position of Director of Development, which is
instrumental in raising supplemental funds to support the school, is currently
the only such position in the system that is being fully supported from
non-state funds. The school is requesting State funding for that position.
Finally, School of the Arts, which has the only school of filmmaking in the
State, requires funds to recruit outstanding faculty and provide the latest
technology in equipment. The total requested for North Carolina School of the
Arts is $600,000 for each year of the biennium.
The
University of North Carolina at Asheville, which is the only public
undergraduate Liberal Arts I Institution in the State, is requesting funding
for four additional faculty positions that will reduce the student-faculty
ratio to 15:1. In addition, the university is requesting funding for the
purchase of computers and scientific equipment because quality undergraduate
teaching also demands that equipment for laboratories and other classes be
upgraded on a continuous basis. Finally, additional personnel are needed to
increase the quality of academic and student services, to assure student
safety, and to meet the demands of a significantly larger number of students in
new residence halls. The total requested for University of North Carolina at
Asheville is $750,000 for each year of the biennium. (Document reference pages
113 – 117)
c. Productivity and Efficiency – UNC-GA
Organizational Changes ($2
million for 1999-2000 and $1.7 million for 2000-01). In recent years, the
demands on University of North Carolina General Administration have increased
dramatically without a concomitant increase in staffing to handle those
demands. Issues such as time to degree, institutional assessment, and enhanced
cooperation and data record-keeping for public schools and community colleges,
as well as legislative changes permitting decentralization of the management of
human resources have all contributed to the pressing workload. General
Administration has a history of attempting to manage University affairs with a
minimal investment in staff. However, the workload has reached the point where
current staffing levels are insufficient to permit timely and effective
responses to external and internal demands. The time has come for University of
North Carolina General Administration to improve its organizational structure
to address the human resource needs of the University as well as to strengthen
existing divisions of Program Assessment and Public Service, Finance, and