This has led to much larger classes, fewer educational opportunities for students, and an increase in faculty workload. A14 Not replacing faculty positions is a quick fix and short-sighted strategy that diminishes the quality of education on this campus. It demonstrates a profound lack of commitment to the academic mission. A15 Focusing only on MPP raises does not tell the whole story. Alternatively, the retired faculty member is replaced by a lecturer.
Or worse, the faculty position is not replaced. The latter scenario leads to fewer course sections for students. A17 One would think so. However, revenues generated by the College of Extended Learning are not part of the General Fund budget; that is why not much attention has been paid to them.
This means that the true costs of Executive Management and benefits is much more than is shown if one only looks at the General Fund. Unrestricted reserves is a legal accounting category ascribed by external financial auditors. It is a matter of political will. SFSU administration, the trustees, and our legislators need to take a hard look at the financial weather. What is the SFSU administration doing to seek permission from the Board of Trustees and California State Legislature to tap into the unrestricted reserves in order to prevent possible lay-offs?
And what were unrestricted net assets as of June 30, ? However, this is a public university; faculty, staff, students and the community have a right to know how taxpayer dollars are being spent. How can decisions be made to reduce student access, lay people off, and increase class size without a full understanding of the financial situation of each campus?
Transparency needs to be the rule, not the exception. Senator Yee has also reintroduced SB and SB , in order to provide public access to information regarding campus and system-wide auxiliaries and foundations at the CSU, UC and community colleges. It also calls upon the budget office to make its annual budget books available online for easy access. Vice President Morishita: Thank you for your recent email announcing the budget faq site.
A19 Actually, restructuring saves more than a million dollars. UPAC developed the college restructuring proposal for two primary reasons: It had the potential to make significant cuts without cutting faculty and classes, and it was recommended to UPAC by a variety of faculty and staff. The initial savings from the proposal itself are substantial, but they do not represent the most we can expect from a consolidation and consequent re-thinking within the colleges themselves of how they can obtain new internal structures and efficiencies.
Under option 2 of the recent referendum, we get to eliminate the positions of 1 dean, 1 associate dean, and 1 development officer. The salary and benefits of the dean and development officer are directly saved. The associate dean goes back to their regular faculty line so we get to save the difference in salary and benefits, plus the cost of the 6 courses which can now be taught by the liberated associate dean. I should also note that one development officer involved currently covers BSS and Humanities.
The only other savings that can come about are savings from redundant infrastructure costs. Are we betting that there will be more than a quarter of a million dollars in such savings? I am personally dubious that there is much to save here. Most of the significant savings from reducing redundant infrastructure are to be had exclusive of college consolidation.
For example, bulk purchasing to lower supply costs is not something that will naturally occur with a consolidated environment; it is something that happens due to good planning regardless of the number of entities involved. More significantly, my calculations are only of gross savings. I have not added in costs of any type. Retreat rights for deans will immediately cut into the estimated savings.
Every office move, phone change, key change, etc. Honestly, I have an easier time imagining these short-term, one-time costs than I do the savings from reducing redundant infrastructure. Again, I feel like I am overestimating savings and underestimating costs at every turn. I know that short-term costs go away, hence the name. But these costs will be occurring during our period of greatest fiscal crisis.
More importantly, while many people have stressed to me that short-term costs go away, no one has pointed out that savings tend to deteriorate over time as well. For example, consolidation eliminates an associate dean position, but how long do the full savings last before the dean of the new college successfully argues for greater support resources to do tasks formerly done by the associate dean.
Most significantly, I do not see how the consolidation as plans currently stand will facilitate greater efficiency in educating and graduating students. The units most affected by the current consolidation plan number among the most efficient producers of degrees on this campus.
I do not see how such consolidation can do anything but harm our ability to do our primary mission in the short run. If my cost estimates prove accurate, then we only need to fall short by 48 students or 24 graduates for college consolidation to have been a costly venture.
I fear that sort of shortfall will be the exact result of the disruptions caused by consolidation. On the positive side, the return of associate deans to their faculty appointments may mean more grant activity and thus indirect costs monies than we would have had exclusive of college consolidation.
Retreating deans may also generate some monies of this type. This is, however, literally three people at most, so I doubt the added revenue from this would be significant. Any illumination you can provide would be greatly appreciated. Upcoming Lecturer Meetings: Wed.
We are also planning an end-of-semester lecturer appreciation event in May. The date, time and place TBD. Bunsis, an accounting professor from Eastern Michigan University, reviewed the externally audited reports on the finances of SFSU and the CSU more generally , telling the audience that the cuts contemplated here were not justified based on the actual resources available to the university.
Bunsis portrayed the university as being far too non-transparent in terms of their financial situation. Currently, externally audited reports are only done every other year for each of the 23 CSU campuses. He urged that such audits be required on an annual basis, and that information pertaining to them be widely and swiftly circulated as a way to help make crucial budget decisions more accessible and more accountable.
Also in the audience, were legislative aides from the offices of both Senator Leland Yee and Fiona Ma. Bunsis described a situation in which the administration used the lack of transparency to promote an agenda that was hostile to students, faculty and staff, putting the public functions of the university as a lower priority than protecting and nurturing investments, promoting bloated administrative budgets—often hidden through accounting sleights of hand that Bunsis pointed to—and generally acting like a private corporation rather than a public university.
Indeed, if SFSU were a private corporation, Bunsis points out, its claims to be destitute would be completely implausible. It has lots of liquid assets and its debts are manageable. Bunsis delineated several ways in which the administration was being less than forthcoming in the way it portrayed its budget situation.
He guessed that there was likely to be 30 million in unrestricted reserves for last year. The CSU overall is even healthier and richer. He said that the system has 2 billion dollars in reserves of which 1. According to Bunsis, the university administration is also misleading in terms of how they characterize the way money is allocated. He noted that faculty and staff certainly did not get any big bump in salaries, nor was there a slate of new hiring.
Such a dramatic increase seems highly questionable given that faculty positions decreased by 5 percent over the same time period. However, Bunsis noted that, in truth i. He stated that they also exaggerate the severity of upcoming cuts. Eliminating administrative bloat would help to resolve a great deal of the immediate cash flow issues the university faces without compromising the educational mission of the university.
Yet he argued that the administration seems unable or unwilling to prune itself and in fact administrative costs are one of the few budget growth categories in the last few years a growth that could actually be even bigger than reported figures if and when we finally get to know all the real numbers.
Bunsis told the crowd—which often broke into loud claps and cheers as he spoke—that they should fight for public education. While the climate of fear that the administration has been stoking has reduced many staff and faculty to the point of being grateful to have a job at all and willing to make any and all sacrifices required of them , Bunsis said that as a collectivity we need to reassert our pride in working for the people of the state of California.
He said that we need to reassert our mission of educating those who otherwise would have no access to better jobs and a better quality of life. Rather than let the administration roll over us with their claims about the budget crisis and our dire economic straits, Bunsis said that we should resist with all the means we have available. He said that we need to better organize and resist the administration and above all, he called for greater transparency and accountability in the way this university allocates its resources and makes decisions that affect the general mission of the university.
We put out a mass email to everyone who gave us their email address. Each person asked to be anonymous, perhaps reflecting on the climate at SFSU these days. Many of the respondents were staff, some were students and some were faculty. Here are the responses:. Scott Walker attempts to destroy public employee unions there. In Ohio the State Senate voted 17—16 for a bill that significantly curtails collective bargaining rights for public employees and that severely restricts the current rights of full-time university faculty to bargain collectively.
These and similar incidents in other states show a clearly orchestrated attack on public services, working class families, and especially public educators. A group called Californians for Public Union Reform recently filed with the state to put an initiative on the ballot next year to eliminate union representation for all state and local government employees.
University of California Regent David Crane penned an op-ed in the San Francisco Chronicle calling for an end to collective bargaining for public sector employees. His proposals would;. Direct action makes a difference. We can stand with the people in Wisconsin, Ohio, and Idaho. On April 13, be a part of a national movement to stand up against those who would try to destroy public higher education. Skip to Navigation Skip to Content.
California Faculty Association. July 14, Read more. March 10, Is this true? Is it really necessary from a budget standpoint to reduce faculty positions? See slide 51 of the Bunsis report. Q5 According to administration, college restructuring will save more than a million dollars.
Q6 Why is administration not exploring other options for budget cost savings other than reducing faculty positions and cutting the academic core? Is CFA saying we should cut essential student services? Q9 But why cut administrative costs when faculty benefit from such services as hiring and recruitment of faculty, grant administration, coordination of the faculty tenure process, accreditation and assessment of our programs?
Q10 SFSU administration claims that all of the fat in administration has been trimmed to the bone already. Is this really true? Is this true or not? Have they kept pace with the increases in student enrollment? Or by replacing them with lecturers? Nobody gets laid-off and it saves money. Henry Boateng. Ramesh Bollapragada. Elizabeth Boner. James Warren Boyd. Instructional Faculty. Katharyn E Boyer. Erin Bray. Jennifer L Breckler. Laura W Burrus. Rudolph E Busby, Ph. Mark R Calkins.
John W Calloway. Edward J Carpenter. Amy Casselman. Jiyoung Cha. Mark Chan. Amy ChunChia Chang, Ph. Sudip Chattopadhyay. Anoshua Chaudhuri, Ph. Vivian R Chavez. Lily Chen. Olivia Albiero Assistant Professor. Joan Arhelger Professor Theatre Arts. Assistant Professor Counseling.
Michael Bar Associate Professor Economics. Frank T Bayliss Professor Biology. Maziar Behrooz Associate Professor History. Professor Marketing. Professor Anthropology. Henry Boateng Assistant Professor. Ramesh Bollapragada Professor Decision Sciences. Erin Bray Assistant Professor. Jennifer L Breckler Professor Biology.
Laura W Burrus Professor Biology.
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|Christopher bettinger sfsu financial aid||Commands Help Log in. He guessed that there was likely to be 30 million in unrestricted reserves for last year. UPAC developed the college christopher bettinger sfsu financial aid proposal for two primary reasons: It had the potential to make significant cuts without cutting faculty and classes, and it was recommended to UPAC by a variety of faculty and staff. However, this is a public university; faculty, staff, students and the community have a right to know how taxpayer dollars are being spent. Explore 10 Stanford Business stories fromincluding pieces on happiness and networking. The intensity of effort that was devoted to seeking cost savings in Academic Affairs vis-a-vis UPAC should be matched aggressively for reducing administrative inefficiencies and streamlining redundant infrastructures.|
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|Best time to trade binary options uk daily mail||Transparency needs to be the rule, not the exception. Is this true or not? Please make me anonymous. To get involved, please email me. I thought that was making it more of a pep rally than a presentation and, as someone who does data analysis, I cannot appreciate that. We are also planning an end-of-semester lecturer appreciation event in May. The date, time and place TBD.|
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Mitra Ara. Joan Arhelger. Jennifer Arin. Tanya Augsburg. Falu P Bakrania. Elif Balin, Ph. Michael Bar. Joanne Barker. Joseph Andrew Barranco. Denise E Battista. Mark Angelo Bautista. Substitute Instructional Faculty. Frank T Bayliss. Brian J Beatty, Ph. Paul A Beckman, Ph. Professor, Department Chair. Maziar Behrooz.
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Professor, Graduate School of Education. Research Statement Dr. Economics of Education Review. April , Vol. Eric Bettinger, Brent J. Journal of Policy and Management. March 26, , Vol. August , Vol. February , Vol. American Economic Review. September , Vol. June , Vol. Journal of Policy Analysis and Management. June 27, , Vol. May 14,
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Maziar Behrooz. Carel Bertram. Christopher P Bettinger. Subodh Bhat, Ph. Peter C Biella, Ph. Henry Boateng. Ramesh Bollapragada. Elizabeth Boner. James Warren Boyd. Instructional Faculty. Bettinger has also conducted significant research on the effects of financial incentives for students and on the effects of voucher programs on both academic and non-academic outcomes of participating students. Same as EDUC Topics: the worth of college and graduate degrees, and the utilization of highly educated graduates; faculty labor markets, careers, and workload; costs and pricing; discounting, merit aid, and access to higher education; Skip to main content.
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Eric Bettinger. Professor of Economics by courtesy. Professor, Graduate School of Education. Research Statement Dr.