Cuts Create Challenges

NC State is working to absorb a nearly $21-million reduction in recurring state funds in the current fiscal year under a budget passed this summer by the General Assembly and signed by the governor.

To protect the university’s core mission and lessen the impact on students, non-academic expenditures will be trimmed by about $2 million more than academic programs. Still, the reductions will impact the number of class sections and seats.

In a message to faculty and staff, Chancellor Randy Woodson said the cuts will be felt across campus, impacting the university’s capacity for research and teaching, and leading to a reduction in graduate assistantships and administrative support.

“Beyond asking everyone to do more with less, we simply can’t sustain these kinds of yearly cuts without affecting resources, reducing services and losing people,” he said.

Current calculations indicate a loss of 187 full-time equivalent positions, 143 of which are currently vacant.

Downward Trend in State Funding

Although the 4.5 percent reduction is not a large percentage of NC State’s $1.35-billion budget, it comes on top of larger reductions in 2009 and 2011. In fact, over the last 10 years the university has had to administer $163 million in recurring cuts from the state.

The downward trend in state support has impacted the classroom and the research lab. Class sizes and faculty teaching loads have increased as a result of eliminating part-time faculty positions, leaving less time for research in some cases.

Increasing Efficiencies

The university has already implemented a number of efficiencies, including energy-saving measures and improved business practices, such as an robust e-procurement process and a faculty research portal.

At the same time – and even within the current resource-constrained environment – NC State has invested in initiatives that propel its strategic plan forward. The Chancellor’s Faculty Excellence Program has attracted diverse scholars in 12 cluster areas. The establishment of the comprehensive College of Sciences was another strategic move to align with national best practices and create better interdisciplinary educational opportunities, improve research collaboration and ensure more efficient support operations.

To continue momentum on strategic objectives Woodson stressed that the university will have to be extremely diligent in the coming years about finding new opportunities and resources.

“Rather than approach budgeting on a yearly basis, we need to address it in five- to 10-year increments using big ideas that take a university-wide view,” he said.

Campus Input Sought

Three weeks ago, the chancellor unveiled a website (requires Unity ID) where faculty and staff can suggest ways to either save money or generate new revenue.

The key, according to Woodson, is to continue to align resources according to university priorities.

“That will allow us to be more effective in addressing the goals of the strategic plan,” he said.

The next step in the process is determining the viability of the ideas and suggestions that are gathered. The chancellor charged Provost Warwick Arden and Vice Chancellor Charles Leffler to lead discussions and recommend long-term strategic measures in early spring.