This memorandum responds to your report to me dated June 4, 2003, relating to Phase I of the latest round (Round 4) of the budget reductions announced for FY2004. It also includes my proposals for the additional reductions (Phase II) that will be required for UNL to meet its total budget reduction obligations for the upcoming fiscal year. Attached is a summary spreadsheet of the Phase II proposed reductions and the Phase I adjustments that have been made in response to your recommendations.
RESPONSE TO APC RECOMMENDATIONS ON PHASE I BUDGET REDUCTIONS
Let me first indicate my appreciation and respect for your hard work under the most difficult of circumstances. I know, first hand, the pain associated with listening to the stories of individuals impacted by the reductions. I do not underestimate the difficulty you had in assessing my proposals; the campus administration found it extraordinarily difficult to choose among a number of options, all of them discomforting. I will respond to each of your recommendations.
Recommendation # 1
The imposition of a surcharge on events sponsored by the University.
The Committee suggests that such a surcharge on entertainment events, such as Lied Center performances and football games, would raise approximately $2 million in additional revenue that could be applied toward the budget reduction. In order for such a surcharge to substitute for base budget reductions, it would need to become permanent. The basis for the Committee's recommendation is that citizens of Nebraska who avail themselves of university resources and events would "respond positively" to such a surcharge and in any event should share in the burden of the current budget reductions.
I know that the Committee first formulated this proposal at a time when it was still possible that the University might face a full 10% reduction in its budget. However, since then, many supporters of the University and other citizens of Nebraska worked hard to encourage the Legislature to minimize the cuts to the University. Indeed many argued on our behalf that a general tax increase was preferred to the proposed cuts to education. As we now know, this view prevailed and the general citizenry will indeed pay additional taxes in the coming years, in part, to avoid doing serious damage to the educational system of Nebraska. I do not believe that it would be wise or appropriate to now impose an additional surcharge on these same citizens. I am hopeful that the University community will understand that many of the citizens of this State and many within the Legislature, have already agreed to bear a greater financial burden in order to limit the damage to the University.
We should also be cognizant of the very real market challenges faced by many of our activities that attempt to remain relatively independent of state funds. We are fortunate to have an Athletics program that does not consume state or tuition dollars but rather contributes approximately $1.5 million to academic programs. Notwithstanding the passion many have for Nebraska football, there are market restraints on our ability to increase the price of access. Similarly, the Lied Center faces very difficult economic challenges as the fees paid performers increase substantially and must be reflected in ticket prices.
Accordingly, I am unable to accept this recommendation.
Restore $160,310 to the Bureau of Business Research to permit it to continue with the hope of securing additional private support.
The Committee's recommendation coincides with the strong recommendation of the recent Angelous Economics report on economic development for the City of Lincoln. It also appears that the restructuring of the Bureau, as recommended by the Committee, would better integrate the Bureau with the Department of Economics and with our academic programs. Accordingly, I am accepting this recommendation.
Recommendation # 3
Restore $30,000 reduction for the recycling program.
The proposed reduction to UNL's Recycling Program eliminated the Manager, Recycling & Solid Waste. Following the public announcement of Round #4 proposed reductions, the individual holding this position secured a similar position out-of-state. Therefore, the current position is vacant. With campus interest in continuing recycling and various students interested in expanding the volunteer nature of our current recycling, Facilities Management has engaged UNL students and its staff in restructuring our current program, assuming that the budget reduction would be finally approved. There are encouraging signs that students may offer their volunteer assistance and this should be encouraged. With this demonstration of a commitment to recycling on the part of the students and the strong feelings of the Academic Planning Committee, I am accepting the recommendation to restore this funding to the recycling program. However, we will not immediately fill the vacancy created by this reduction but will continue to explore the use of student volunteers. The funds will be retained as this effort moves forward to determine how they might be best employed to assure the continuation of recycling on campus.
Recommendation # 4
Restore $41,283 for the Manager of Educational Programs in Landscape Services.
In its response, the APC wrote, "The Manager of Educational Programs (Landscape Services) does significantly more than make presentations for K-12 students. A vital role is the maintenance of plant records as well as other 'curatorial' functions pertinent to the campus landscaping without which both continuation and future increase of the aesthetic landscaping of our campus would be ineffectual."
I agree with the APC's comment above. Database information on types and locations of plants on campus is an important information resource within Landscape Services. We incorporated into our budget reduction planning that these databases would be maintained, even if the Education Manager position was eliminated. We will do so with remaining staff members.
The UNL Botanical Garden & Arboretum (BGA) is important to Facilities Management and Planning. FM&P is taking steps to ensure the longevity of the BGA ‚ at a modified level. UNL holds its BGA affiliation with the Nebraska Statewide Arboretum (NSA). NSA has outlined what UNL needs to do to retain a BGA affiliation. Landscape Services can meet all of the NSA requirements without a full-time Manager of Education Programs. Resources for continued BGA efforts with educational programs, plant materials, and labeling can be provided through existing private funding mechanisms.
Thus, I am not accepting this recommendation.
Recommendation # 5
Restore $110,000 for two OSHA Specialists Positions and $200,000 for deferred maintenance because these proposals result in cost shifting to other units
The Committee recommended not to implement these two reductions because they resulted in cost shifting to academic units. With the reductions already imposed on Business and Finance, it is difficult, if not impossible, to find any reduction that in one way or another does not shift costs to other units. We had hoped that transfer of the costs of the OSHA positions to academic units would encourage them to reduce the risks to employees and thus result in savings in workers' compensation premiums. We had hoped that the deferred maintenance items could, on an ad hoc basis, be addressed with one-time funds that periodically become available.
The APC also asked that additional reductions within B & F be substituted that would not shift costs to other units. I cannot fully accommodate both of these requests. However, I am accepting their recommendation to restore these funds. I will, instead, recommend as part of our phase 2 reductions, the shifting of 4.0 FTE radiation specialists to F & A funding. This will reduce the distribution of F & A funds that are returned to departments and colleges as well as those held centrally for funding of research related costs. By doing so, my intention is to invite the APC in its further deliberations to advise me on whether this reduction is preferable to the earlier ones it rejected. I would be in a position to either adopt this proposal or reinstate the earlier proposals.
Recommendation # 6
Develop a more appropriately tailored program of veterinarian student assistance.
The Committee concurred with the administration that the cost of continuing the current Veterinary Student Contract Program was unsustainable in light of the budget reductions. However, the Committee also recognized that the demand for new DVM's to serve the important needs of Nebraska's livestock industries continues. Because several issues emerged during the debate regarding the program and future needs, this summer the University will conduct an evaluation of the Veterinary Student Contract Program's objectives and future needs in relation to available state appropriations. The study will be undertaken by the Institute of Agriculture and Natural Resources, in consultation with constituent groups and others as appropriate, to construct such a program.
Recommendation # 7
Bridge funding for two years for the State Arboretum until it reaches self-supporting status.
The Committee concurred with the administration on the elimination of state funding for the Statewide Arboretum (NSA), but also recognizes the value of the program to the state and the University. Because the Phase I budget reductions announced for IANR were more than the final budget approved by the Legislature, we plan to restore a large portion, if not all, of the reduction to the NSA.
Accepts the proposed $837,333 reduction to the State Forest Service assuming new legislative funding is provided.
The Committee concurred with the administration on the elimination of $837,333 in state funds to the Nebraska State Forest Service assuming that the Legislature provided approximately $200,000 in new state funds. The legislative budget includes an earmark of $450,000 of which $200,000 is new funding and $250,000 is funding already in the budget base for the two tenured faculty not included in the proposed $837,333 cut. Normally no further response to the Committee would be needed, however, some funding now can be restored to the Forest Service. The balance of funds left after making restitution to the NSA will be used to reinstate extension education responsibilities of District Foresters, as well as positions jointly funded by the School of Natural Resources and the Forest Service.
Recommendation # 9
Expresses concern that the Museum Studies degree program was discontinued for other than budgetary reasons and that an academic review should be conducted to determine whether it is appropriate for discontinuance.
We acknowledge that the elimination of the Museum Studies degree program would not achieve major financial savings. However, the program was not adequately funded and thus its elimination avoided incurring the additional costs necessary to sustain a quality program. Similarly, with the discontinuance of the Research Division of the State Museum, the program was left without an academic home and without a director. Thus, it is not possible to immediately accept the Committee's recommendation because a review of the merits of the program in the abstract would not solve the problem that it is a program without an academic home, without leadership, and without sufficient funding. I am, on the other hand, willing to undertake an inquiry as to whether there is a department that is willing to take on the responsibility for the program or whether, restructured, it might fit within an academic unit. If these issues are resolved, we can then assess the financial impact of reinstating the program.
Recommendation # 10
Recommends the State Museum be moved to an Academic College and that selected curators not be transferred to academic departments.
The Committee argues that restructuring the Museum to place selected curators in academic departments jeopardizes the long-term viability of the collections. They relied on "expert testimony" that departments will not place a high priority on maintaining collections. On the other hand, the Committee proposes to move the Museum to an academic college with no assurance that the college would attach priority to the museum's work. The fact is that there are a number of University museums that have structures similar to that proposed. There are various models of how museums of natural history are organized, staffed and their reporting structures at academic institutions in the U.S. Each model has its strengths and weaknesses.
• The University of Kansas Museum reports to the Vice Chancellor for Research and faculty that curate research collections have tenure in academic departments.
• The University of Oklahoma Museum reports to the Provost. Faculty have tenure in academic departments and have split funding with departments (50:50).
• The Harvard University Museum reports to the Dean of Arts and Sciences and faculty have tenure in academic departments.
• The University of New Mexico Museum reports to the Dean of Arts and Sciences and faculty have tenure in academic departments but all faculty have curatorial duties as part of their responsibilities.
• The University of Florida reports to the Provost and faculty have tenure in the Museum.
• The University of Minnesota Museum of Natural History reports to the Dean of College of Natural Resources and faculty have tenure in academic departments.
• Montana State University Museum of the Rockies have dual reporting to the Provost and independent Board of Directors but faculty have no tenure.
Hence, the new model at UNL of faculty appointment and tenure in academic departments with curation of research collections as part of their position description, participation in research, teaching and service typical for faculty in their departments is consistent with how a number of successful museums are organized. I am certain that each of these other institutions have developed operational policies that permit this form of structure to be successful. As we move forward we will need to assess what adjustments may be required under our new structure.
Although we certainly recognize the risk associated with this restructuring, we have asked the relevant academic departments to commit to care of the collection a commitment that can be monitored appropriately. While not the basis for the decision to restructure, there may also be advantages to the new arrangement in that there may be more opportunities to integrate the collection with the teaching and research programs of the departments. Nonetheless, the restructuring was not proposed to improve the Museum, but rather to respond to a serious budget reduction at the University. I do pledge to assure that departments will honor their obligations and that the University will fully honor its public responsibilities toward the collections. I have confidence that the curators, who have been moved to academic departments, will continue to be sufficiently productive as to merit departmental support.
Recommendation # 11
Recommends that "Museum research faculty members be given joint appointments in departments that reflect their field of specialty, but the faculty lines remain in the Museum."
One cannot read the APC's current report without recognizing that it does not endorse the proposal to discontinue the Research Division of the Museum. While it approves modest reductions in staff and student workers, it has addressed the central proposal and has recommended against it. This is so notwithstanding that it 'demurs from further recommendations regarding the disposition of faculty and personnel in the Research Division." The APC further argues that the tenured curators should automatically be given tenured positions in appropriate units. It is difficult to see what of the original proposals remain to be addressed.
While I understand the sensitivity and the risk associated with program discontinuance, the issue has been helpfully discussed throughout the last semester and the pros and cons have been clearly identified. The implementation of vertical cuts, which inevitably involves program discontinuance, is mandated by the Board of Regents and accepted by the campus administration as the best of the variety of bad alternatives facing the University. The campus administration has accepted its obligation to act in good faith to secure suitable alternative positions for the tenured faculty involved, within the resources that are available for doing so. Accordingly, I have restored an additional $328,403 for this purpose. I believe the campus as a whole fully understands the path we are on and reluctantly has accepted it.
Accordingly, I do not accept the recommendations related to the Museum Faculty and I affirm the proposal to discontinue the Research Division of the State Museum. I will recommend to the President and the Board of Regents my original proposal be implemented. I recognize that a number of concerns have been raised, both within the University and on a national level, as to whether this new structure can be effective. Now that the decision has been made to proceed, the future of the Museum depends on the willingness of those associated with it and the administration, working together to make it a success.
Recommendation # 12
Recommends the creation of an impartial, independent assessment of the collections of the Museum to determine their relative importance and reputation
The Committee is apparently unpersuaded by the information provided it regarding the relative importance and reputation of the various collections in the Research Division. The administration acted in good faith on the basis of information provided to it by the most recent Director of the Museum and confirmed by candidates for the vacant director position. On the other hand, an additional assessment can allay the concern of the Committee and may, we acknowledge, provide additional perspectives.
Accordingly, I accept this recommendation and will make an effort to form an outside panel to review and assess the existing collections with regard to their prominence and their importance to Nebraska. This review will be conducted with the understanding that the question is not whether the Research Division will be discontinued but rather, given the changes and structure that are now finalized, how should the collections best be managed and maintained.
Other Budget Actions.
A. Round 4, Phase I Reductions. The APC concurred in the remaining proposed Phase I reductions. These will all become final with two exceptions.
1. On further review I have decided to reinstate the $46,000 attributed to providing custodial support for the Lied Center. As indicated above, the Lied Center is facing very real economic challenges. The Lied receives good private support but the rapidly increasing performer's fees has made it difficult to keep ticket prices at a reasonable level. These forces seem certain to continue. I am reluctant to add to this burden by withdrawing the small amount of state support provided to the Lied Center.
2. My original proposal reduced the book scholarship program of the honors program by $450,000 by continuing the program with a different structure. The fund had also been used to support the Summer Institute for Promising Scholars (SIPS), an important program in our efforts to recruit disadvantaged students. With the success and expansion of our honors program, the fund, with the reduction, is insufficient to support the restructured program and the Institute. Accordingly, I am restoring $150,000 to the fund.
B. In Round 3 of the budget reductions, finalized last Spring, I had proposed elimination of the funding for the Council on Economic Education. The APC recommended that some funding be continued in order to preserve "the function and national standing of the Center." In response, I suspended the proposed reduction to give the Council an opportunity to reexamine its program and funding. On May 20, 2003, I received a very thoughtful and thorough report from the Board of Trustees of the Council with a proposal that would continue the program under new leadership with the goal of securing additional private and grant support. I am restoring $105,000 of the original $178,803 state funds to the account of the Council to assure continuation of their important work while its efforts to secure additional funding proceeds.
In conclusion, unless otherwise noted above, I will recommend all of the reductions announced on March 10, 2003, to the President of the University for his approval and immediate implementation. Some of these proposals may require Board of Regent approval before they become final. Those units impacted by these proposals will receive specific notice about the precise date on which these reductions will become effective.
In accordance with our procedures this response and the APC's recommendations will be made public.
PROPOSED MAJOR BUDGET REDUCTIONS
Phase II of Round 4
1. Administrative downsizing, Chancellor's Office
($39,534, 1.0 FTE)
One staff position would be eliminated. The Office of Equity Access and Diversity Programs would restructure responsibilities and tasks within its office. Additional salary savings would come from the Director of Institutional Planning position when John Benson retires in June, a position which it is hoped can be filled at a lower rate of compensation.
2. Operating Program Support, Chancellor's Office
The Integrated Marketing program in University Communications would be reduced $100,000. This reduction would diminish the ability of University Communications to carry out several of the recommendations of the Integrated Marketing Team report, a set of recommended strategies for elevating the external image of the university to citizens, future students, and public institutions, and others such as the national higher education community. An additional $15,000 in marketing/advertising would be saved by coordinating UNL's efforts with Central Administration in promoting coverage of UNL news items to the national news media. The Speakers Bureau operating budget would be reduced by $7,000 which would leave sufficient funds to continue program activities at current levels.
Operating funds provided to the Scarlet would be reduced with the expectation that the Scarlet, through advertising revenue, would become largely self-supportive. For the past several years the UNL administration has provided operating funds to the Alumni Association to maintain its data base, which has been of mutual benefit to both UNL and the Alumni Association. These operating funds would be eliminated, negatively affecting other program activities at the Alumni Association.
3. Administrative downsizing, Dean's Office, College of Architecture
($128,223; 2.0 FTE)
Eliminates two Managerial/Professional Coordinator positions in the dean's office. This administrative downsizing reduces central support in the college for grant-writing and community outreach activities. It also reduces the technology coordination and support programs provided to faculty and students through the dean's office. Eliminating these two positions would require the college to rely more on centralized campus services for grant writing, community outreach and technology coordination services; the Office of Research, Cooperative Extension, and Information Services.
4. Reduce funding for the Areas of Strength Program, Dean's Office, College of Arts and Sciences
Reduce funding for four continuing interdisciplinary programs. During the 1997-1999 reallocation, the College of Arts and Sciences established an "Areas of Strength Program" aimed at fostering the development of academic strengths that transcend departmental boundaries. Four areas recently receiving investments from these college funds are: the Family Research and Policy Initiative, Human Rights and Human Diversity, Math/Science Education, and Text Studies. (A fifth area in Mathematics has matured and no longer receives college funds.) The loss of this funding reduces support for these interdisciplinary programs.
5. Restructure Russian Language Program, College of Arts and Sciences
($65,656; 1.0 FTE)
Eliminates one Russian-language faculty position (currently vacant). Very low enrollments mean that a commitment of 3 faculty FTE is no longer justified. The undergraduate major in Russian will be restructured (discussions currently underway) to achieve several goals: to operate with 2 faculty FTE; to focus on those parts of the instructional program that can attract adequate enrollments; and to link to related offerings in other departments (e.g., History, Political Science) that may enhance the attractiveness of the major and enrich its content.
6. Eliminate Portuguese Instruction, College of Arts and Sciences
($54,028; 1.0 FTE)
Eliminates one faculty line (currently vacant) and Portuguese language instruction. Through 2002-03, Portuguese language instruction has been offered (a total of four courses) but not a major or a minor. With the retirement of the only Portuguese instructor in the Department of Modern Languages and Literatures, instruction in Portuguese would cease.
7. Administrative downsizing, Dean's Office, College of Engineering and Technology
The college's state support for in-state travel would be reduced by $35,000. An additional $16,000 would come from the dean's budget, funds which are used for college administration and academic program support.
8. Reduce Undergraduate Equipment Fund, Dean's Office, College of Engineering and Technology
These funds provide for the purchase of equipment to support accredited undergraduate engineering, engineering technology and construction management degree programs. The funds are distributed annually to college programs for the purchase of instructional equipment which typically require a three- to five-year replacement cycle. They support equipment purchases at both the Lincoln and Omaha programs.
Complete elimination of funds for the renewal of equipment would potentially endanger accreditation of the undergraduate degree programs in the college by the Accreditation Board for Engineering and Technology. To compensate for the reduction of state equipment funds, a $10 per student credit hour fee for all courses in the College of Engineering & Technology, Biological Systems Engineering and Computer Science & Engineering will be imposed starting in Fall Term, 2003; the fee is expected to produce about $480,000 per academic year.
9. Reduce Engineering Extension Service, College of Engineering and Technology
($192,518; 2.0 FTE)
Eliminates a substantial portion of the funding for the Engineering Extension Service, including eliminating the position of Director of Engineering Extension, one technical staff position, and operating funds of $42,000. The Extension Service's mission is to assist academic departments in making their engineering expertise available to Nebraska businesses; doing so enhances the environment for business and industrial activity and thereby assists in the development of Nebraska's economy. Engineering departments and faculty interact with businesses and other entities in a variety of ways in addition to their services through the Extension Service.
The Engineering Extension Service would become a self-supportive entity by 2005. As refashioned, the Service's primary focus would be on construction/transportation extension and economic development initiatives that are fee-based or funded through external grants. The Director's duties would be transferred to the Associate Dean for Research. The technical staff position being eliminated has supported the Alpha 2100 computer system; this system has recently been discontinued, eliminating the need for software and system support. The reduction in operating expenses would reduce the number of engineering extension activities that can be conducted throughout the year if external funding is not achieved.
10. Eliminate the Department of Industrial Systems Technology, College of Engineering and Technology, at the Peter Kiewit Institute
($654,128; 8.0 FTE)
Eliminates the entire department, including six tenured faculty and two staff positions. The IST department, located in the Peter Kiewit Institute (PKI), provides academic programs leading to the Associate of Science Degree and the Bachelor of Science Degree in Engineering Technology (major: Manufacturing Engineering Technology) and the Bachelor of Science Degree in Industrial Technology. The BSET in Manufacturing Engineering Technology is accredited by the Technology Accreditation Commission of the Accreditation Board for Engineering and Technology. The other degree programs are not accredited. The Associate of Science Degree in Engineering Technology is the only remaining two-year degree program at UNL. The IST Department is primarily a teaching department and has only a minimal research mission.
Establishment of the Peter Kiewit Institute signaled the new and high priority given to enhancing the quality, availability, and impact of engineering programs delivered by UNL faculty in Omaha. Significant capital construction, special legislative appropriations, new degree programs, and internal reallocations of university resources have been directed toward this objective. The underlying partnership, bringing together the Omaha business community, the college and university, and the state, has given a major boost to Omaha-based engineering programs, especially in computer engineering, architectural engineering, construction engineering, and some other engineering areas. By contrast, the college's technology programs have not been identified as programs of choice for future investment. Eliminating the IST Department is consistent with the college's and university's long range strategy for enhancing engineering education in Omaha and the state.
Closing the department would eliminate all three of its technology degrees (ASET and BSET in Manufacturing Technology and BSIT in Industrial Technology). Discussions have been initiated with Metropolitan Community College concerning the possible transfer of the two-year Associate Degree program in Manufacturing Engineering Technology from UNL to Metro CC. New students will not be admitted to the BSET or BSIT programs. For continuing students, during 2003-04 the College would offer a full course schedule in industrial systems technology, and thereafter would begin a phased course offering schedule that would allow these students to complete their degrees within a reasonable amount of time.
NOTE: Engineering Reallocation. When the Peter Kiewit Institute was established, the Omaha business community agreed to donate in excess of $40 million to support both the UNO College of Information Sciences and the UNL College of Engineering and Technology. At the same time the UNL administration agreed that, if budget reductions were ever required, it would reduce state support for Omaha-based engineering programs by the same percentage as applied to Lincoln-based programs. Once the reductions proposed here are finalized, the remaining College of Engineering and Technology budget may need to be reallocated in conformance with this agreement.
It is anticipated that some of the tenured faculty may be rehired in other departments or otherwise offered alternative positions within the university; provision in the budget for this contingency is contained in the Senior Vice Chancellor's budget under the entry "Contingency for restructuring of academic programs, TC, CET".
11. Consolidation of academic programs in the College of Human Resources and Family Sciences
($233,388; 1.98 FTE)
Consolidates the delivery of courses and programming by transferring omaha-site day-time programs to Lincoln. The permanent faculty and one staff person would be reassigned to Lincoln whereas the temporary instructional faculty and one part-time staff person required to deliver the Omaha-site program would not be retained. Certain evening courses targeted at non-traditional, place-bound students, delivered under the aegis of the Office of Extended Education and Outreach, would be continued.
CHRFS delivers several programs of study on the Omaha campus, a few of which can be fully completed on the UNO campus (family science, family financial management) and several which require students to take courses in their junior and/or senior year on the Lincoln campus (dietetics and other nutritional science and dietetics programs, textile science, early childhood education). There are currently over 250 students enrolled in CHRFS programs on the UNO campus (Family and Consumer Sciences, 153; Nutritional Science and Dietetics, 59; and Textiles, Clothing and Design, 34) and the college maintains an administrative staff and budget for the delivery of these programs on the UNO campus.
To facilitate the transition, the CHRFS would offer junior and senior level courses in these programs on the Omaha campus during the next academic year (2003-2004), but it would discontinue daytime offerings of these courses commencing with the 2004-2005 academic year. Evening Program courses, however, would continue to be offered for students. These accommodations should enable current students in these Evening Programs to complete their coursework at UNO.
12. Administrative downsizing, Dean's Office, Teachers College
($35,236; .75 FTE)
Eliminates one advising position in the Dean's Office assigned to advising students in the Health and Human Performance programs. This administrative downsizing would reduce advising support in the Student Services Advising Center. The college intends to re-assign personnel from other areas in the college to fulfill necessary advising functions. This position is currently vacant.
13. Eliminate the Department of Health and Human Performance, Teachers College
($924,206; 11.42 FTE)
Eliminates the Department of Health and Human Performance, including nine tenured faculty positions, and two clerical/office positions, as well as funding for graduate assistants, student workers, and operating expenses. The Department offers undergraduate majors in Athletic Training, Community Health Education, and Exercise Science as well as endorsement programs in Physical Education K-6 and 7-12. At the graduate level, the department offers a Master's Degree in Health and Human Performance and also participates in the interdisciplinary doctoral programs of the college with specializations in exercise physiology, health education, physical education teacher education.
The specific degree programs in HHP that would be eliminated are School Health (BS), Community Health Education (BS), Health Education (master's and doctorate), and Exercise Science (bachelors, master's, and doctorate). The endorsement programs at the undergraduate level in Physical Education K-6 and 7-12 would also be eliminated. The interdisciplinary doctoral programs of the college would only be affected to the extent that the specializations in exercise physiology, health education, and physical education teacher education would no longer be available. The Athletic Training program is currently funded by the Athletic Department and may continue subject to negotiations between the Director of Athletics and the Dean of the College of Education and Human Sciences.
Programs in HHP duplicate similar programs at the University of Nebraska-Omaha and the University of Nebraska-Kearney: UNO offers exercise science (131 majors), health education (9 majors), community health (12 majors), a Master's degree in Public Health jointly with UNMC (40+ students), and a master's in exercise science (small number of students). UNK offers degrees in exercise science (143 majors), health education (79 majors), and master's programs in physical education and exercise science (36 students). Both campuses also offer undergraduate degrees in physical education (UNO, 46 majors; UNK, 93 majors) which UNL has already eliminated.
Teachers College will merge with the College of Human Resources and Family Sciences to form a new College of Education and Human Sciences. The new college will focus on strengthening families, schools and communities, and in part the "strength of the new college will come from providing a structure for connecting different perspectives in new ways leading to novel approaches and innovative linkages" between families, schools, and communities. The merger is expected to yield opportunities for teaching, research, and outreach programs that move beyond the existing programs currently in the separate colleges. In this regard, it is expected that the CHRFS department of Nutritional Science and Dietetics will be reconceptualized with a focus in Nutrition and Health Sciences, and within that context, it is likely that two or three of the HHP tenured faculty could be rehired to help develop that program. Provision for this contingency, as well as assisting tenured faculty find positions in other departments or otherwise be offered alternative positions within the university is contained in the Senior Vice Chancellor's budget under the entry "Contingency for restructuring of academic programs, TC, CET".
Beginning immediately, no new students would be admitted to HHP degree programs proposed for elimination. The college would work with students currently enrolled in HHP to assist them in transferring to other majors or planning how to complete their degrees within a reasonable time; to facilitate the latter, the College of Education and Human Sciences would offer a significant number of courses in the HHP majors during 2003-04 and continue offering courses on a smaller scale in 2004-05.
14. Contingency for restructuring, Senior Vice Chancellor's Office.
These funds have been set aside to assist in program restructuring and the re-hiring (where appropriate) or other transitions of terminated tenured faculty in the College of Engineering and Technology (Industrial Systems Technology) and Teachers College (Health and Human Performance).
15. Radiation Safety Program, Vice Chancellor for Business and Finance
This program primarily supports research-related labs and activities; the cost of funding it will be shifted to the F & A account in the Office of the Vice Chancellor for Research. See discussion of my response to Recommendation # 5 of the APC.