1. Information from 2/11 meeting The Ad Hoc Budget Committee

2.  Why?  “There should be a faculty body that participates in the decision that a condition of financial exigency exists or is imminent, and that all feasible alternatives to termination of appointments have been pursued.” (AAUP)  Similar special faculty senate committees are seen in other UNC system universities (e.g., UNCCH Financial Exigency & Program Change Committee)  Separate committee agreed upon during special Faculty Senate meeting on Budget issues

3.  Membership  Entirely faculty members (AAUP, ACE recommendations)  Faculty members with specific skills in budgeting, strategic planning, and financial issues (AAUP, ACE recommendations)  Faculty from different ranks and schools (AAUP, ACE recommendations)  Committee includes members from all schools and colleges  Lecturer, non-tenured assistant professor, tenured associate professor, tenured full professors, chair of budget committee, faculty senate president and president elect  Transparency  Process should be as transparent as possible, reports to Faculty Senate, etc. (AAUP and ACE recommendations)

4.  Step 1: Decide on a strategic model - Completed  Step 2: Determine overall financial condition of institution (compared to other similar institutions) - Completed  Step 3: Allocate various expenses to different expense categories according to the strategic model  Step 4: Allocate percentage cuts according to different expenses categories according to strategic model  Step 5: Solicit specific ideas of all levels in organization to assist decision makers in meeting recommended percentage levels in Step 5.

5. Source: Preliminary Report - Protecting the Academic Core, Academic Core Sub-Committee of the UNC Faculty Assembly 2009-2010 “The financial conditions that bear on such decisions should not be allowed to obscure the fact that instruction and research constitute the essential reasons for the existence of the university” (AAUP Financial Exigency: Some Operating Guidelines). “ At the heart of every academic institution is its academic program” (American Council on Education, Faculty in Times of Financial Distress: Examining Governance, Exigency, Layoffs, and Alternatives)

6.  Based upon comparison data from UNC GA and Integrated Postsecondary Education Data System (IPEDS)  Similar UNC institutions  Similar California institutions (also under financial distress)  UNCW Peer institutions  Committee agreement is that UNCW can achieve its budgetary emergency target WITHOUT cuts to the academic core

7. Source: Preliminary Report - Protecting the Academic Core, Academic Core Sub-Committee of the UNC Faculty Assembly 2009-2010 UNCW NCState Chapel Hill

8. Source: Preliminary Report - Protecting the Academic Core, Academic Core Sub-Committee of the UNC Faculty Assembly 2009-2010 UNCW

9. Integrated Post Secondary Educational Data System  The information on the following slides were prepared from data analyzed by the committee by the Faculty Senate President – Elect  All information is available from:  http://nces.ed.gov/ipeds/ http://nces.ed.gov/ipeds/

10. Median = 0.506 *peer university to UNCW, IPEDS, 2009 data

11. Median=0.0295 *peer university to UNCW, IPEDS data, 2009

12. Source: IPEDS 2009 data Median = 0.630; UNC schools = 0.565

13.  Step 3: Allocate various expenses to different expense categories according to the strategic model  Step 4: Allocate percentage cuts according to different expenses categories according to strategic model  Step 5 (if time permits): Solicit specific ideas of all levels in organization to assist decision makers in meeting recommended percentage levels in Step 5.