University Strategy for 2009-11 Resource Allocation
Revised May 20, 2009 by UPC
The continuation of the current economic
downturn requires us to plan even more strategically for additional losses
in State funding over the next two years. Our approach moving forward will
reinforce our role in meeting the urgent educational needs of North Carolina
students in a way that will prepare them for the 21st Century. With our
Strategic Plan as our guide, we must be clear about what we will do more of
and what we will do less of. This strategy will provide a framework for the
kind of University we will be over the long term.
1. Strengthening the academic core:
Our mission and our strategic theme of undergraduate public liberal arts
will not be compromised. Wherever possible, we will invest in maintaining
and expanding the quality of the classroom experience, our faculty and our
students [faculty positions and salaries, student recruitment, diversity,
financial aid, class size appropriate to our curriculum].
2. Affirming the student educational experience:
Those aspects of University life that directly affect quality student
learning, wherever it happens, will warrant sustained University support.
Those functions that most successfully support the student educational
experience will take priority [e.g., diversity, campus safety, the
residential experience, retention efforts, educational resources].
3. Reaffirming our Accreditation:
The future viability of our University as a degree-granting institution
relies on a successful reaccreditation process. Strategic investments will
be required as we prepare for this important campus-wide process.
4. Fulfilling our public responsibility:
We will invest in our strategic plan’s ‘North Carolina’ goal by making a UNC
Asheville education affordable and accessible to a diverse student body. We
serve North Carolina best by recruiting, enrolling and graduating students
who are prepared to address our State’s most pressing concerns. We will only
pursue community engagement opportunities that address our existing
priorities and benefit the University’s financial sustainability.
5. Generating additional revenue:
Those functions that currently generate revenue for the University, or those
which have the potential to do so, will experience additional University
focus and attention. Vice Chancellors will pursue revenue-generating options
within their areas with a focus on return-on-investment in making reasonable
choices for the University.
In order to preserve what we know to be the heart of our educational
enterprise, we will need to be prepared for even more financial restrictions
in the year ahead. Vice Chancellors will be consulting with individuals and
groups in their areas to determine the best way to plan for these
restrictions. The strategies below, listed in priority order, will guide
those discussions and decisions.
1. Strong Stewardship of Existing Resources
2. Review of Organizational Infrastructure and Elimination of Non-Core
3. Stringent Management of Vacant Positions
4. Administrative Reorganizations and Expenditure Reductions
5. Review of Academic Majors and Programs for possible closure